Wisdom From The Top with Guy Raz

Jeff Jones has had a few front row seats to crisis. From the 2013 Target data breach to a tumultuous period at Uber, he’s helped navigate companies out of some tough situations. So, when Jeff became the President and CEO of H&R Block in 2017, he was prepared. How a young man from West Virginia went from being an ad guy to heading one of the biggest tax preparation companies in the US during a global economic downturn and public health crisis (this conversation took place in 2020; the lessons to any business leader are timeless).

There was a devastating data breach, a failing foray into Canada, and they were losing US customers fast. In 2014, Target seriously needed a win—Brian Cornell was that win. He’d turned around plenty of other retailers like Safeway, Michael’s, and Sam’s Club, but this time he was thinking bigger. In this 2019 conversation: Playing the long game to make Target a brand that lasts.

Sarah Robb O'Hagan is brutally honest about the many, many times she messed up on the way to transforming Gatorade. She was a rabble-rouser at Virgin, which ended with her getting fired. She took a job at Atari, even though she hated video games. How those disasters made her into the right executive to pull Gatorade out of double-digit declines. 

Growing up in a small town in India, Leena Nair overheard her mother say it was too bad Leena was born a girl, because it meant her smarts and talents would go to waste. But Nair went on to join Hindustan Unilever, becoming the first female manager to work on a factory floor, the first woman to serve on the management committee, and the youngest-ever executive director. She has since gone on to the role of CEO at Chanel. When Guy Raz had this conversation with Nair in 2020 she was Unilever’s Chief Human Resource Officer, overseeing the company’s 170,000-plus global workforce during the COVID-19 crisis - a crisis that she said has been one of the greatest challenge of her career.

Shellye Archambeau knew as a teenager she wanted to grow up and become a CEO. But when Shellye started as an undergraduate at the Wharton School of Business in 1980, there were just two female CEOs of large corporations, and none of the CEOs of Fortune 500 companies were Black. Despite the lack of representation, Shellye became the first Black woman to lead a division of IBM overseas. She broke barriers and took risks leading to a successful career with leadership positions at Blockbuster, Zaplet and MetricStream. In this 2022 conversation with Guy Raz, Shellye discusses her book Unapologetically Ambitious: Take Risks, Break Barriers, and Create Success on Your Own Terms, and details both her singular approach to leadership and her advice for taking ownership of one’s career.

When a mentor, and now friend, told Kenneth Chenault during a hiring process at American Express that he was "looking for catalytic agents of change," it struck a deep chord--because it's exactly what Chenault wanted to be. Kenneth Chenault learned early on to only worry about the things he could control; this helped him when life—and business at American Express—threw unpredictable events his way. In this 2020 interview, he tells Guy how he broke barriers as the company’s first African American CEO and helped turn AmEx from a traveler’s check company into a credit card powerhouse.

Jason Fried, the CEO and co-founder of 37signals (maker of Basecamp) doesn’t want you to come to meetings. He insists that you work no more than 40 hours a week; 36 in the summer. He doesn’t really want you coming to the office either…and this approach has helped make Basecamp hugely successful. In this episode, Fried describes how he’s built an institution by bucking a lot of conventional wisdom.

On taking what you learn shaking up one industry and applying it to an entirely different industry: Mark King has a reputation for turning businesses around by moving fast on innovative, and sometimes expensive, endeavors. Before his current tenure as CEO of Taco Bell, Mark served as president for Adidas’ long-stagnant North American division, reinvigorating the brand with major athletic sponsorships and a deal with Kanye West. From 2003 to 2014, King was CEO of TaylorMade, which under his leadership became the most profitable golf company in the world.

Ken Coleman calls himself “America’s Career Coach.” In his syndicated call-in show, and in books like The Proximity Principle and One Question, Coleman helps people think about what kind of work they would find meaningful, and how they can connect with people that will help get them into that work. Coleman came about the knowledge he imparts honestly: he spent about a decade working different jobs before he found his real calling in broadcasting. In this encore episode, he poses a simple question: what do you wonder about doing? Learn more about why that question is so powerful.

Joe Keohane is a longtime journalist and editor who believes that talking to strangers can not only help people feel happier and more empathetic, but can actually make the world a better place. In his first book, The Power of Strangers: The Benefits of Connecting In A Suspicious World, Joe talks to psychologists, anthropologists and plenty of strangers to prove it. In this encore episode, Guy and Joe explore why the lost art of connecting is now so important for our personal and professional well-being.

David Epstein is a science writer and investigative reporter. His articles have spanned a wide range of topics, from crime and violence, to athletes using steroids, to the intersection of science and the Olympics. And, he’s the author of the books The Sports Geneand Range: Why Generalists Triumph in a Specialized World. But, before all of that, David studied geology and ran on Columbia University’s track team as a walk-on. In this encore episode, follow the thread: David went from star athlete to discovering that having a wide range of interests leads to more successful outcomes -- in sports and in life. 

What does it take for a person to change? BJ Fogg, founder of Stanford’s Behavior Design Lab, says the key to behavior change isn’t what we’ve always been taught. In Tiny Habits: The Small Changes that Change Everything Fogg draws upon true experiments--from his lab and his life--to outline a system anyone can use to create good habits or unravel the bad. In this episode, originally published in 2021: the invaluable lessons about making change through design and celebration.

Stacey Vanek Smith has reported on business and the economy for over 15 years now, first for public radio’s “Marketplace,” and as the host of Planet Money’s daily podcast “The Indicator.” Over that time, she’s seen the same barriers blocking advancement for women in the workplace again and again. Recently, she’s started to recognize that a lot of tools to move past those barriers can be found in the work of Italian philosopher Niccolò Machiavelli. Vanek Smith lays out these solutions in her book, Machiavelli for Women: Defend Your Worth, Grow Your Ambition, and Win the Workplace. 

Throughout his life, Chad Sanders found himself having to navigate white culture; at school, in the tech industry, and eventually in his career in entertainment. He learned to cope with the frustration of having to do that by writing, and he wrote his first screenplay at a cafe just across the street from Spike Lee’s studio in Brooklyn—where he would run into Spike himself. Chad would come to realize that though his experiences related to racial inequity left him with real trauma, they also equipped him and other Black leaders with certain entrepreneurial skills. Chad writes about these skills in the book Black Magic: What Black Leaders Learned from Trauma and Triumph.

When Ken Hicks became CEO of Foot Locker in 2009 the company didn’t have a leg to stand on: the economy was in a recession, sales were down almost a billion dollars, and the brand was widely expected to collapse along with indoor shopping malls themselves. How Hicks used a commitment to better storytelling to help Foot Locker get back on the right foot.

Josh Silverman built Evite and turned around eBay. Then, in 2017, Etsy came calling. The online marketplace for creative goods was in deep trouble. Growth had plateaued and the company was on the verge of being sold. Josh stepped in as CEO and got the team focused on one simple metric that made all the difference. Originally published in 2020.

Since 1992, Kim Scott has worked in almost all levels of management—from a diamond business in Moscow to startups in the Silicon Valley to leading teams at Google. Along the way, she developed a management philosophy called “radical candor” that calls for “caring personally while challenging directly.” Kim has since provided CEO coaching at Dropbox, Qualtrics, and Twitter and is the author of several popular leadership books. Originally published in 2022, this conversation still resonates today.

Over a career spanning four decades, Roger Martin has been a management consultant, an influential  business strategy thinker and author, as well as the Dean of the Rotman School of Management at University of Toronto. He advises CEOs of global companies such as Ford, Proctor & Gamble, and Lego. He is well known for developing and exploring the concept of “integrative thinking” in management problem solving and for troubling conventional management wisdom as he does in his newest book, A New Way to Think: Your Guide to Superior Management Effectiveness. In this episode, Martin challenges the relentless drive for efficiency and advocates for a re-think in approach. This conversation was originally published in May of 2022.

When Peter Cuneo joined Marvel as CEO in 1999, it was a struggling publishing house teetering on the edge of bankruptcy. Ten years later, Disney bought Marvel for $4.5 billion. Cuneo tells his unlikely origin story and how he became the "turnaround superhero."

In 2001, Campbell's Soup was in freefall: the company's value had halved and employee engagement was at an all-time low. Doug Conant knew he could salvage the iconic company, but first, things were going to have to get worse. How he used self-taught leadership, diversity, and inclusion to energize his employees and save Campbell's.

Back in the 1980s, Stephen R. Covey anticipated a new kind of leadership with his book,The 7 Habits of Highly Effective People. It wasn't the table-pounding, charismatic kind of leadership, but an empathetic one, which prioritized listening and collaboration. Guy speaks with Covey's son Stephen M.R. Covey, who has played a central role in spreading his father's teachings around the world, and has also written several influential leadership books of his own.

Carl Bass, a renegade and reluctant executive, took the helm at Autodesk and steered the company out of the global economic crisis. At one point, he was so sure it would fail that he was desperate to find a buyer. Instead, he put his own money at risk to try a whole new business model.

Jeremy Zimmer was not supposed to be heading one of the "big four" talent agencies in Hollywood. As a child, he struggled in school and eventually dropped out of college to become a parking lot hustler, making money running schemes as a valet and spending nights partying. But that all stopped suddenly one day when he was violently attacked on the job. When he got back on his feet, he found new focus and began his improbable rise to the top of the talent agency world.

Terry Lundgren, former CEO of Neiman Marcus and Macy's, has been instrumental in shaping the American retail landscape, but the road to bringing two notoriously competitive retail giants together wasn't easy. How he merged famous department rivals, double-downed on retail, and turned Macy's into the first nationwide department store in the United States.

It's not an understatement to say that Jim Collins is one of the most influential business writers in modern history. Collins, however, thinks of himself more as a researcher than an author. Each of his books, which includesGood to Great, Built to Last, and his newest,BE 2.0, requires five or six years of crunching data before the writing can begin. But what's even more remarkable about Collins is his own background, and how he built a career out of making unorthodox choices.

How a New Orleans native turned around a cruise company sinking from a public relations disaster... to one of the most valuable brands in its industry. When Arnold Donald took over Carnival Corporation and the nine cruise lines it operates, one of the biggest things he did was build a new leadership team. Seven of the cruise lines got new heads, including more women and minorities. He says that "diversity of thinking is a business imperative and a powerful advantage," and that you get better ideas and new growth opportunities when your leadership is diverse.

Mixing business and social justice isn't a strategy most companies are willing to adopt, which is why Dan Schulman's actions as CEO of PayPal have garnered so much attention. In 2016, he canceled a plan for an operations center in North Carolina after the state passed its infamous "bathroom bill." Schulman champions his "employee first" strategy and has raised wages and benefits for PayPal's workforce. His leadership has proved that activism doesn't have to come at the cost of PayPal's bottom line.

Beth Comstock is comfortable with change. In college, she wanted to be a doctor, but organic chemistry wasn't her strong suit, so she shifted to journalism. When journalism didn't work out, she started working in publicity. So, when GE bought NBC in 1986 right as Beth was starting her career in advertising, she was ready to adapt again. She worked her way to becoming CMO of GE and then, the company's first female Vice Chair of Business Innovations.

For years, it was a secret: the family that owned Lego was actually losing money on the company. The man who built the company back up into one of the biggest toymakers in the world, Jørgen Vig Knudstorp, reveals his controversial plan that led Lego back to profitability. It leaned on something that has always been Lego's strength: the creativity and passion of the children and adults who love to play with Lego.

General Stanley McChrystal was born into a military family: three generations of men in his family were officers in the armed forces. He followed the family tradition and eventually rose up the ranks to become a General in the Army. While serving as the commander of Allied Forces in Afghanistan in 2010, he was forced to resign after he was quoted making disparaging remarks about President Obama. It was in the wake of this moment that General McChrystal learned the value of leadership.

After one of the most deadly disasters in the history of space flight, Ellen Ochoa was a leader in NASA's recovery. She fixed the technical things that went wrong, but the most critical changes, she says, were human. Why she thinks it's important to make sure that naysayers always have a voice, and how to encourage employees to do something very difficult: disagree with the boss.

For over a decade as CEO of direct-sales giant Avon, Andrea Jung was one of the most powerful women in the cosmetics industry. During her tenure, Jung saw striking success, but also faced daunting challenges with a failed product rollout and massive restructuring. Since 2014, Andrea has brought her passion for supporting female entrepreneurs to her job as CEO of Grameen America, a non-profit focused on micro-lending.

After becoming the CEO of PepsiCo in 2006, Indra Nooyi became the first woman and immigrant to run a Fortune 50 company. From Chennai, India, to Yale's School of Management, Nooyi worked her way up from The Boston Consulting Group, Motorola, and ASEA Brown Boveri before eventually landing at PepsiCo, overseeing the global operation of its countless drinks, snacks, and restaurants. Nooyi's memoir, My Life in Full, details her legendary career, exploring her extraordinary personal journey and the demands of being one of the most powerful women on the planet.

In 2012, to say there was a crisis at Best Buy — is an understatement. In January, Forbes published an article with the headline: WHY BEST BUY IS GOING OUT OF BUSINESS. And then, in March, the company reported a loss of $1.7 billion. In April, the CEO resigned because of an "inappropriate relationship" with an employee. Hubert Joly stepped in, determined to fix Best Buy, and he started by valuing the people who work there.

Black Entertainment Television helped make the first Black billionaire in the US and was the first Black-owned business traded on the New York Stock Exchange. Debra Lee, a young lawyer drawn to the company's mission, was pivotal in turning the small, revolutionary cable station into an industry staple. Growing BET and finding confidence as a CEO amid cultural controversy.

Gordon Bethune took an unlikely path to becoming a leader in the airline industry. A self-described "hoodlum," Bethune dropped out of high school, joined the Navy, and became an airplane mechanic. With that experience, he gave Continental Airlines a tune-up, pulling it out of bankruptcy and guiding it through the deep uncertainty that followed the September 11th attacks.

How Ajay Banga ran one of the world's largest companies with an unusual leadership philosophy... something he calls "the decency quotient." And how he turned Mastercard from a credit card company into a company that's known for technology, innovation, data, analytics, and A.I.

Cheryl Bachelder decided to go into business after an early setback derailed her potential career in music education. She became President of KFC years later, but a job that started as a major opportunity wound up being a massive failure. How Bachelder learned from her failures and went on to turn Popeyes into one of the biggest success stories of the past decade.

General David Petraeus took on a uniquely complex leadership challenge in Iraq in the aftermath of the U.S.-led war there. He oversaw the training of a new and entirely Iraqi army. He says that the key to leadership is first getting the big ideas right, then constantly refining them, and communicating them across the whole organization.

As a child growing up in Ibadan, Nigeria, Dara Treseder was often told to get her head out of the clouds. But her mother encouraged her to dream big and to follow her ambition if it would lead her to contentment. For Treseder, that meant moving across the world to attend both Harvard and Stanford, and chasing a deeply-held desire to make a positive impact on the world. Her career in marketing began with stints at Apple and Goldman Sachs. Then, in 2020, she became SVP, Head of Global Marketing and Communications at Peloton. Today, she is one of the most influential marketing leaders of her generation.

Today, Marvel is one of the most substantial forces in American media, but when Peter Cuneo joined the company as CEO in 1999, it was a struggling publishing house teetering on the edge of bankruptcy. Ten years later, Disney bought Marvel for $4.5 billion. Cuneo tells his unlikely origin story and how he became the "turnaround superhero."

Marvin Ellison took the tough jobs nobody wanted, and it got him from retail security guard all the way to CEO of two Fortune 500s. Now, when things are precarious, companies like JCPenney and Lowe's call him in. Marvin Ellison says that limiting failure limits success. Find out exactly what he means in this episode.

When Gap was failing, Mickey Drexler didn't just increase sales. He made it into a pop culture staple of the 80s and 90s. But that wasn't enough to keep him from getting fired. At his next job, he was not just the CEO. He bought stock with his own personal money to bolster J.Crew.

Margaret Heffernan is an entrepreneur, CEO, executive leadership coach, and author of six books. Her often counter-intuitive insights on collaboration, consensus-building, and decision-making have earned her a reputation as a smart thinker who challenges conventional business wisdom. In her latest book, Uncharted: How to Map the Future, Margaret explains why attempts to predict the future, even in today's world of AI and Big Data technologies, are often doomed to failure. She offers alternative strategies for organizations facing an uncertain future — strategies based on human creativity and resilience.

Strauss Zelnick has a real knack for saving companies in crisis. A Hollywood wunderkind, he's led major film studios, record labels, and gaming companies since his early 30s. How he turned a small, self-financed Zelnick Media Capital into an industry powerhouse and why he thinks developing relationships and humility are critical to success.

How do you get from the cubicle to the C-Suite? George Scangos started out doing scientific research, but he says his people skills got him all the way to the CEO's office at one of the biggest biotech companies in the world.

When Keith Krach first heard of Docusign, he knew it could be huge. He was convinced it would capture one of the biggest markets ever seen. He also knew exactly the play he needed to run to get it there, based on his decades of experience in the C-suite. He shares the secrets he collected over the years so Docusign could, as he says, "go mach 3 with our hair on fire."

Why growth isn't always good, and how to infuse integrity into a toxic company culture. Zenefits was on its way to a multi-billion dollar valuation but, behind the scenes, it was all about to come crashing down. When Jay Fulcher was called in to save the company, his first job was laying off almost half its employees.

When Bill George was a kid, he didn't dream of becoming a pro-athlete or an astronaut or a famous musician. Instead, he imagined the Fortune 500 companies he would lead as CEO. He achieved the dream when he took a medical technology company called Medtronic from a fledgling operation to a Fortune 500 company in 10 years. Yet, he was unsatisfied and felt lost. Then, his career took a turn toward academia and the study of leadership. His book, True North, has become a seminal book in leadership studies.

Jeff Jones is no stranger to crisis. From the 2013 Target data breach to a tumultuous period at Uber, he's helped navigate companies out of some tough situations. So, when Jeff became the President and CEO of H&R Block in 2017, he was prepared. How a young man from West Virginia went from being an ad guy to heading one of the biggest tax preparation companies in the US during a global economic downturn.

Steve Mollenkopf started working as an engineer at Qualcomm right out of college. After ascending to the top of the Engineering division, Mollenkopf thought that he'd reached his peak promotion in the company — that is, until he became CEO and led the company through some of its highest and lowest moments.

Dave Ramsey learned about debt the hard way: he'd made money, lost money, and declared bankruptcy, all before his 30th birthday. How he went from selling books out of his trunk to becoming a best-selling author and financial advisor to millions.

When Ken Hicks became CEO of Foot Locker in 2009, the company didn't have a leg to stand on: the economy was in a recession, sales were down almost a billion dollars, and the brand was widely expected to collapse along with indoor shopping malls themselves. How Hicks used a commitment to better storytelling to help Foot Locker get back on the right foot.

Jason Fried, the CEO and co-founder of Basecamp, doesn't want you to come to meetings. He insists that you work no more than 40 hours a week; 36 in the summer. He doesn't really want you coming to the office either... and this approach has helped make Basecamp hugely successful. In this episode, Fried describes how he's built an institution by bucking a lot of conventional wisdom.

There are a few dirty little secrets about the way modern ice cream is made, but Graeter's ice cream is different. They use a process that's well over one hundred years old, even though that means the company has to stay small. Richard Graeter is part of the fourth generation to run this family company, and he wouldn't have it any other way.

Beth Comstock is comfortable with change. In college, she wanted to be a doctor, but organic chemistry wasn't her strong suit, so she shifted to journalism. When journalism didn't work out, she started working in publicity. So, when GE bought NBC in 1986 right as Beth was starting her career in advertising, she was ready to adapt again. She worked her way to becoming CMO of GE and then, the company's first female Vice Chair of Business Innovations.

Terry Lundgren, former CEO of Neiman Marcus and Macy's, has been instrumental in shaping the American retail landscape, but the road to bringing two notoriously competitive retail giants together wasn't easy. How he merged famous department rivals, double-downed on retail, and turned Macy's into the first nationwide department store in the United States.

Today, Marvel is one of the most substantial forces in American media, but when Peter Cuneo joined the company as CEO in 1999, it was a struggling publishing house teetering on the edge of bankruptcy. Ten years later, Disney bought Marvel for $4.5 billion. Cuneo tells his unlikely origin story and how he became the "turnaround superhero."

Back in the 1980s, Stephen R. Covey anticipated a new kind of leadership with his book, The 7 Habits of Highly Effective People. It wasn't the table-pounding, charismatic kind of leadership, but an empathetic one, which prioritized listening and collaboration. Guy speaks with Covey's son, Stephen M.R. Covey, who has played a central role in spreading his father's teachings around the world, and has also written several influential leadership books of his own.

When David Cote started working in manufacturing, he was a self-described "wrench turner, the lowest on the totem pole." He worked his way up through the ranks of GE, and was eventually offered the helm of mega conglomerate Honeywell. At the time, Honeywell was losing employees, struggling with mounting debt, and facing major environmental liability suits. Inspired by the ultra-efficient operational structure of Japanese companies like Toyota, Cote righted Honeywell in what has been called one of the most historic turnarounds in manufacturing history.

Cliff Hudson's childhood was marked by instability. At a young age, he watched his family struggle to recover after his father's roofing business collapsed. So, after college, he was determined to find a safe and stable job. In 1984, Cliff was hired to be a lawyer at Sonic Drive-In. Then, in 1995, he became CEO. How a young man went from a law office to running one of America's most iconic fast-food chains.

In 1963, Bob Rosenberg became CEO of his father's company, Dunkin' Donuts, at age 25. About a decade later, after an overly-ambitious expansion put the company in jeopardy, the board almost threw him out. But Bob matured into his leadership role, developed Dunkin' Donuts into an international success, and accumulated experience from a career spanning 35 years.

When the COO of Chase Bank told Jacqueline Novogratz that she had the potential for a high level career at Chase, she knew she had to quit her job. She continued to use the skills she learned from investment banking to change the way the world sees capitalism and philanthropy. Today, Acumen has delivered more than 100 million dollars in loans, grants, and investments to projects and businesses that help low income people around the world.

Mixing business and social justice isn't a strategy most companies are willing to adopt, which is why Dan Schulman's actions as CEO of PayPal have garnered so much attention. In 2016, he canceled a plan for an operations center in North Carolina after the state passed its infamous "bathroom bill." Schulman champions his "employee first" strategy and has raised wages and benefits for PayPal's workforce. His leadership has proved that activism doesn't have to come at the cost of PayPal's bottom line.

Jim Perdue wasn't that interested in becoming a third-generation head of the family meat processing business. Still, he became CEO in 1991 and his leadership turned out to be pivotal for building Perdue Farms into a nationwide brand. How Perdue navigated changing consumer habits and corporate management styles to turn a regional poultry producer into a 7 billion dollar company.

For as long as Diane Hoskins can remember, she wanted to be an architect. It began with Legos as a child, and eventually led her all the way to architecture giant, Gensler— an unusual company with two CEOs. One CEO is based in Los Angeles, and the other CEO, Hoskins, is based in Washington, DC. Together, they've created a unique leadership model where hierarchies don't really matter and internal collaboration— not internal competition— is rewarded.

Gordon Bethune took an unlikely path to becoming a leader in the airline industry. A self-described "hoodlum," Bethune dropped out of high school, joined the Navy, and became an airplane mechanic. With that experience, he gave Continental Airlines a tune-up, pulling it out of bankruptcy and guiding it through the deep uncertainty that followed the September 11th attacks.

Josh Silverman built Evite and turned around eBay. Then, in 2017, Etsy came calling. The online marketplace for creative goods was in deep trouble. Growth had plateaued and the company was on the verge of being sold. Josh stepped in as CEO and got the team focused on one simple metric that made all the difference.

Cisco was growing at breakneck speed when the tech bubble burst in 2001. As an industry veteran, CEO John Chambers knew firsthand that no company was immune to failure. Anticipating the need to transition, and using a '100 year flood' as an opportunity to rise to the top of the market.

What does it take for a person to change? BJ Fogg, founder of Stanford's Behavior Design Lab, says the key to behavior change isn't what we've always been taught. In Tiny Habits: The Small Changes That Change Everything, Fogg draws upon true experiments — from his lab and his life — to outline a system anyone can use to create good habits or unravel the bad. In this episode: on making change through design and celebration.

Jeremy Zimmer was not supposed to be heading one of the "big four" talent agencies in Hollywood. As a child he struggled in school and eventually dropped out of college to become a parking lot hustler, making money running schemes as a valet and spending nights partying. But that all stopped suddenly one day when he was violently attacked on the job. When he got back on his feet he found new focus and began his improbable rise to the top of the talent agency world.

When Sylvia Mathews Burwell was appointed Secretary of HHS in 2014, Health and Human Services — the agency responsible for administering Obamacare — was already under intense scrutiny. And the crises just kept coming: a government shutdown, unaccompanied minors at the border, Ebola and Zika. How she found compromise amidst crisis, and mastered preparing for the unexpected.

Leadership strategist and business speaker Greg McKeown is the author of two New York Times-bestselling books: Essentialism: The Disciplined Pursuit of Less and Effortless: Make It Easier To Do What Matters Most. The core of McKeown's philosophy of "Essentialism" is to identify what is absolutely essential — and then work to prioritize that, and eliminate everything else. McKeown encourages readers to recognize the trade-offs inherent in trying to "do it all so you can have it all." His framework is helpful for every important decision — in both the professional arena, and the personal.

Running the world's wealthiest charitable foundation is all about tough choices. During her meteoric rise at Microsoft, Melinda Gates never guessed she'd spend decades trying to solve global problems. Learning to give by asking the right questions and accepting the limits of your own impact.

Dr. Sarah Elizabeth Lewis is Associate Professor of History of Art and Architecture and of African and African American Studies at Harvard. Early in her career, she became fascinated with what she calls "back-turned paintings"--the paintings which artists keep turned around in their studios, thereby shielding them from view. She realized all of them were necessary steps in the artists' pursuit of mastery. Dr. Lewis talks about the "ever onward almost" on the path to mastering painting, writing, archery, filmmaking, and, yes, business leadership.

Why isn't Intuit dead? The key was transforming it into a "36 year old start up," says former CEO Brad Smith. Giving people the chance to make an impact, he says, is vital to energizing a workforce. How he lost $40 million and got promoted, and why vulnerability and failure are intrinsic to good leadership.

In this special live episode, how David Coleman leveraged criticism to revamp the SAT, revive the College Board, and introduce new ways to battle education inequality. The ACT was fast becoming the college entrance heavyweight when he came in to lead the College Board, and the SAT was on 'the brink of elimination.' For many years, detractors argued the test favored the white and wealthy, but Coleman found ways to make it more fair and more popular.

Shellye Archambeau knew as a teenager she wanted to grow up and become a CEO. But when Shellye started as an undergraduate at the Wharton School of Business in 1980, there were just two female CEOs of large corporations, and none of the CEOs of Fortune 500 companies were Black. Despite the lack of representation, Shellye became the first Black woman to lead a division of IBM overseas. She broke barriers and took risks leading to a successful career with leadership positions at Blockbuster, Zaplet and MetricStream. Shellye's book, Unapologetically Ambitious: Take Risks, Break Barriers, and Create Success on Your Own Terms, details her singular approach to leadership, and her advice for taking ownership of one's career.

Greg Wasson was an aspiring pharmacist with dreams of building his own pharmacy, but before he'd even finished his degree, he found himself climbing the corporate ladder at Walgreens. Bigger opportunities at the company opened up, and he continued to climb, until he eventually reached the CEO chair during a difficult moment in the company's history.

Carl Bass, a renegade and reluctant executive, took the helm at Autodesk, and steered the company out of the global economic crisis. At one point, he was so sure it would fail that he was desperate to find a buyer. Instead, he put his own money at risk to try a whole new business model.

David Novak has been a driving force behind brands like Pizza Hut, Taco Bell, KFC, and he co-founded YUM! Brands Inc., one of the biggest players in the quick service restaurant industry. He's written bestsellers including Taking People With You, The Education of an Accidental CEO, and his latest, co-authored with Jason Goldsmith, titled Take Charge of You: How Self Coaching Can Transform Your Life and Career. In this episode: how Novak learned to lead by bringing everybody along with him.

When Lou Gerstner became the CEO of IBM in 1993, he had never worked for a technology company, and IBM was in big trouble: competitors like Microsoft, Dell, and Compaq were eating up market share. Gerstner took the challenge head-on by reimagining IBM's structure and culture, and eventually helped IBM reclaim its position as a dominant force in the tech industry.

Explorer, writer, and publisher Erling Kagge was the first person to complete the Three Poles Challenge ⁠— reaching the South Pole, the North Pole, and the top of Mt. Everest ⁠— on foot. He talks about what a life of extreme exploration has taught him about silence and the value of failure.

Black Entertainment Television helped make the first Black billionaire in the US and was the first Black-owned business traded on the New York Stock Exchange. Debra Lee, a young lawyer drawn to the company's mission, was pivotal in turning the small, revolutionary cable station into an industry staple. Growing BET and finding confidence as a CEO amid cultural controversy.

Yahoo had been churning through executives when Marissa Mayer became its 7th CEO in just over 5 years. She left a track record of success at Google to take on a floundering company faced with obsolescence. How she infused value into Yahoo on the eve of its acquisition and why failure should be embraced, not feared.

In 2016, Maria Ross realized that she was trying to teach her son that empathy was a way to success, when the world around them seemed to be sending the exact opposite message. So she took her years of experience as a management and brand consultant to make the case for empathy not as a moral imperative, but as a business strategy. She turned her research into a book called The Empathy Edge: Harnessing the Value of Compassion as an Engine for Success.

Customers crave simplicity, Dan Hesse figured out early in his career, as he streamlined phone bills at Sprint. He saved 2 billion dollars, just by taking better care of customers in a few key ways. Plus, just how hard Sprint had to work to get the iPhone on its network, and the movie he hoped would change the company culture.

What does it take for a person to change? BJ Fogg, founder of Stanford's Behavior Design Lab, says the key to behavior change isn't what we've always been taught. In Tiny Habits: The Small Changes that Change Everything Fogg draws upon true experiments - from his lab and his life - to outline a system anyone can use to create good habits or unravel the bad. In this episode: on making change through design and celebration.

General David Petraeus took on a uniquely complex leadership challenge in Iraq in the aftermath of the U.S.-led war there. He oversaw the training of a new and entirely Iraqi army. He says that the key to leadership is first getting the big ideas right, then constantly refining them, and communicating them across the whole organization.

How a New Orleans native turned around a cruise company sinking from a public relations disaster... to one of the most valuable brands in its industry. When Arnold Donald took over Carnival Corporation and the nine cruise lines it operates, one of the biggest things he did was build a new leadership team. Seven of the cruise lines got new heads, including more women and minorities. He says that "diversity of thinking is a business imperative and a powerful advantage," and that you get better ideas and new growth opportunities when your leadership is diverse.

Sanjiv Yajnik is no stranger to taking risks and adapting to change. In fact, he was a marine engineer for more than a decade before deciding to move from India to Canada to pursue an MBA. Since leaving the open sea for the C-suite, he's become known for his purpose-driven leadership and nimble approach to risk management. In this episode: How a young man from Calcutta went from 13 years at sea to being the President of Financial Services at Capital One.

When Gap was failing, Mickey Drexler didn't just increase sales. He made it into a pop culture staple of the 80s and 90s. But that wasn't enough to keep him from getting fired. At his next job, he was not just the CEO. He bought stock with his own personal money to bolster J. Crew.

Over a career spanning four decades, Roger Martin has been a management consultant, an influential business strategy thinker and author, as well as the Dean of the Rotman School of Management at University of Toronto. He advises CEOs of global companies such as Ford, Proctor & Gamble, and Lego. He is well known for developing and exploring the concept of "integrative thinking" in management problem solving and for troubling conventional management wisdom as he does in his newest book, A New Way to Think: Your Guide to Superior Management Effectiveness. In this episode, Martin challenges the relentless drive for efficiency and advocates for a re-think in approach.

Cheryl Bachelder decided to go into business after an early setback derailed her potential career in music education. She became President of KFC years later, but a job that started as a major opportunity wound up being a massive failure. How Bachelder learned from her failures and went on to turn Popeyes into one of the biggest success stories of the past decade.

When Robin Ganzert joined American Humane as it's new president and CEO, she thought she was helming one of the oldest and best known animal welfare organizations in the US. What she didn't know was that American Humane was $12.2 million dollars in debt following the 2009 financial crisis. By running the non-profit more like a for-profit, Robin fixed American Humane's finances while changing its work culture and branding.

For over a decade as CEO of direct-sales giant Avon, Andrea Jung was one of the most powerful women in the cosmetics industry. During her tenure, Jung saw striking success, but also faced daunting challenges with a failed product rollout and massive restructuring. Since 2014, Andrea has brought her passion for supporting female entrepreneurs to her job as CEO of Grameen America, a non-profit focused on micro-lending.