What You Will Learn

In this episode, you will discover how the most powerful experiences are engineered around a single shared emotional trigger that lives in both the audience and the brand simultaneously. You will learn why most corporate and museum experiences entertain without transforming, and what business leaders must do differently.

Guest Bio Bob Rogers is the founder of BRC Imagination Arts, a globally recognized experience design firm with 44 years of work spanning presidential libraries, cultural institutions, and major brand homes. His projects include the Abraham Lincoln Presidential Library, the Rock and Roll Hall of Fame, the Jameson Distillery experience in Dublin, and the nine-story Johnnie Walker Princes Street experience in Edinburgh. Rogers began his career in the magic shop at Disneyland, an experience that permanently shaped his philosophy on identity transformation. His forthcoming book, Deep Story, distills decades of award-winning methodology into a practical framework any leader can apply. Website: BobRogers.com | Company: BRCweb.com

Episode Summary Bob Rogers joins Michael Levitt on the Breakfast Leadership Show to discuss his forthcoming book, Deep Story, releasing September 8th. Rogers traces the origins of his approach to his days in the Disneyland magic shop, where he discovered that the most meaningful part of a demonstration was not impressing the audience but shifting their perception of what they themselves were capable of.

For 44 years, BRC Imagination Arts has been designing permanent experiences for iconic institutions and brands. The defining question his firm asks is not whether visitors were entertained, but whether the experience changed what they do next.

The conversation explores the core mechanism of Deep Story: finding the same pre-existing emotional trigger in both the audience and the subject, then building the entire experience around that common thread. Rogers argues this is what separates experiences that permanently alter behavior from those that simply produce a pleasant afternoon. The most resonant experiences cause people to feel that their own inner life is being articulated more clearly than they could manage themselves.

Rogers also reflects on why he wrote the book, citing mentors such as Marty Sklar and Buzz Price, Disney Imagineering giants who invested in him early. He describes the book as paying that generosity forward to the next generation of leaders.

Key Insights Transformation requires a target. Most organizations spend enormous resources creating experiences without defining the specific behavioral change they want to produce. Deep Story begins with that definition and works backward.

The shared emotional trigger is the architecture. It is about locating the same emotional truth that already exists in both the audience and the brand, then making that overlap the structural foundation of everything.

Identity shift is the highest outcome. The most powerful thing an experience can do is cause someone to see a new possibility in themselves.

Entertaining is not transforming. Memorability and enjoyment are not the metric. The metric is whether the visitor leaves prepared to act differently.

Resources and Links BobRogers.com | BRCweb.com | Deep Story releases September 8th

Call to Action If this conversation shifted the way you think about how your organization shows up for its customers, share it with a colleague responsible for customer experience, brand, or culture. Subscribe to the Breakfast Leadership Show on Apple Podcasts, Spotify, and YouTube, and visit BreakfastLeadership.com for more leadership resources.

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Most books about life after a career transition are written after the author has figured it all out. Geoff Curtis wrote his while still inside the uncertainty. That intentional choice is at the heart of "Embracing Your Own Purgatory," and it is what makes his perspective so rare and so honest.

After 30 years in biotech and pharmaceutical communications, Geoff exited his company and found himself in the disorienting in-between that so many high-achievers are completely unprepared for. He had the freedom. He had the resources. What he did not have was a roadmap for who he was without the title, the team, and the daily structure that had defined him for three decades.

In this episode, Geoff and Michael explore why leaders who spend their careers focused outward on results, teams, and growth are often the least equipped for the inward work that a major transition demands. Geoff makes the case that rushing to the next thing, whether a board seat, a consulting engagement, or a new venture, is often a way of avoiding the more important question of who you actually are beneath the role you played.

The conversation covers the uncomfortable reality that early career success can become a liability later in life, why men in particular are reaching out to Geoff after reading his book to share stories they have never told anyone, and how getting comfortable with uncertainty is not a sign of weakness but a prerequisite for genuine self-discovery.

Geoff also discusses what he learned from observing young physicians who took time away from their careers to travel and returned as better clinicians, and why he believes the leaders who do this kind of reflective work in their 40s and 50s are better positioned for whatever comes next than those who never slow down long enough to look inward.

If you have recently exited a company, are approaching a major career transition, or simply feel like your identity has become too entangled with your professional title, this episode will give you permission to sit with that discomfort a little longer and do the work that actually matters.

Book: "Embracing Your Own Purgatory"

Topics covered: Career transitions, business exits, identity after leadership, retirement planning, self-reflection, biotech and pharma industry, vulnerability in leadership, personal growth, purpose after work, life after business ownership

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Kathy Solberg Book Discussion

Michael welcomed Kathy Solberg to discuss her background and book. Kathy shared her career journey from academia to running a leadership program and starting her own consulting company, Common Unity Consulting. She mentioned her upcoming book "Practical Tools for Workplace Transformation" releasing September 10th. The conversation touched on how Kathy's diverse experiences across academia, consulting, and running peer groups for various professionals have allowed her to accumulate valuable tools and skills that she uses to help others.

Kathy explained that many change management efforts fail because complex solutions are applied to complex problems without properly addressing existing systems and infrastructure. She described her "unweaving" process, which starts with noticing and clarifying current systems before acting, emphasizing the importance of understanding what works before implementing changes. Kathy noted that leaders often try too many different approaches without giving previous efforts enough time to succeed, leading to broken trust and employee exhaustion.

Michael shared his experience from government healthcare panels where doctors were often excluded from planning discussions, leading to failed implementations when doctors ultimately rejected the proposed solutions. He drew a parallel to current AI deployments, warning that many AI initiatives will likely fail by 2027 due to lack of proper oversight and understanding of standard operating procedures. Kathy agreed and added that many organizations struggle with creating meaningful strategic plans without proper human interaction in the process.

Kathy explained that her book, which took over three years to write, was inspired by her frustration with people wanting to return to pre-pandemic normalcy and her desire to share insights about creating a better future. She described the book as a gift of simplified systems and tools, including 302 worksheet pages that will be available for free on her website when the book launches in September.

Kathy discussed creating a book focused on workplace boundaries and control, which started as a personal project but evolved into a workplace-focused publication. Michael shared his experience with conference notes and learning resources, emphasizing the challenge of implementing new knowledge due to limited staffing. They both discussed the importance of applying learning to both personal and professional settings, with Kathy noting how her book addresses the connection between personal and workplace behavior.

Michael and Kathy discussed the promotion and release timeline for Kathy's book. They agreed to release promotional content gradually over a few days to build anticipation, with Michael's team handling the editing and distribution process. Kathy provided her website kathysolberg.com as the place for people to learn more about her work and the book.

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Barry Rosen has spent decades at Interaction Associates, a firm he joined in 1984 after being drawn to their focus on making meetings more effective. He began his career training teams at Ford, Dow, and DuPont during the early era of quality initiatives, teaching engineers and project managers how to facilitate meetings and navigate interpersonal dynamics. He went on to lead the training division at Interaction Associates for a decade, building out programs in facilitative leadership.

Over the years he has trained consultants at firms including McKinsey, Bain, and PricewaterhouseCoopers, helping highly analytical professionals strengthen the human side of their work. His current focus is Essential Facilitation for Project Managers, a program built around the growing number of project managers seeking these skills.

What You Will Learn

Listeners will hear why facilitation is a teachable skill rather than an innate trait, and how it applies directly to running better meetings and better projects. Barry explains the three dimensions every skilled facilitator manages: results, process, and relationship. He and Michael discuss how artificial intelligence is changing the analytical side of project work while making the human and emotional side more important than ever. The conversation covers why so many AI initiatives stall, often because teams never clarified their outcomes or ownership before deploying the technology. Barry also walks through how project managers are evolving into process consultants who understand stakeholder needs, build agreements, and guide teams through structured problem solving rather than jumping straight to solutions.

Episode Highlights

Barry traces his path from joining Interaction Associates in 1984 to training engineering teams at Ford, Dow, and DuPont during the early push for quality and consensus based collaboration in American manufacturing. He describes the moment facilitation and collaborative leadership merged into a single discipline, and how that shift fueled a decade of growth in his training programs. Michael shares a personal story about a healthcare clinic project that had to be rebuilt in six weeks after a change in scope, illustrating how communication gaps derail even well managed projects. Barry connects this to his concept of collaborative intelligence, the ability to build agreements and reach outcomes that work for a group rather than any single person. The discussion turns to AI agents joining meetings as active participants, with Barry predicting this will become a normal part of how project teams operate. He closes by describing the upcoming Essential Facilitation for Project Managers program, set to launch in September.

Guest Contact Information

Barry Rosen, Interaction Associates
Upcoming webinars and programs: https://interactionassociates.com/events

Call to Action

If this conversation on facilitation and collaborative leadership resonated with you, visit https://www.breakfastleadership.com/leadershipos to schedule your Leadership Diagnostic and find out where your organization's coordination gaps really are.

More from Barry Rosen: https://www.interactionassociates.com/resources/blog/author/barry-rosen

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Episode Summary Employee engagement and mental health are often treated as separate line items on an HR dashboard, but they are actually two sides of the same coin. With global engagement falling to just one in five employees and stress levels rising, CEOs must recognize that disengagement is frequently a symptom of unaddressed psychological strain. In this episode, we dive into why traditional "wellness perks" aren't enough and how structural changes—from manager workload to AI deployment—are the real keys to a high-performing, healthy workforce.

Key Topics Discussed

• The Hidden Link Between Engagement and Mental Health: Why disengagement is often a symptom of chronic stress rather than a lack of motivation.
• The Manager Factor: How manager burnout and excessive "span of control" (more than 10-12 direct reports) act as a systems failure that erodes team health.
• Psychological Safety as a Foundation: Drawing on Harvard Business School research, we discuss why interpersonal risk-taking is the strongest predictor of both engagement and well-being.
• The "AI Factor": How deploying AI without clear communication about job security and new skill paths creates deep-seated anxiety and trust issues.
• Leadership and AI Deployment: Insights into Michael Levitt’s approach to a "LeadershipOS," where technology change management is treated as a mental health intervention.
• Moving the Needle: Why organizations that pair mental health investment with structural changes like flexible scheduling and manageable workloads see significantly higher retention.

• Audit Manager Workload: Treat manager capacity like a production line; reduce the number of direct reports and give them the authority to adjust workloads without red tape.
• Cross-Reference Your Data: Pull your engagement surveys and layer them over absenteeism and turnover data to find exactly where your organization needs the most help
• Structural Safety: Build psychological safety by rewarding managers who surface problems early and creating forums where employees can raise concerns safely.
• The 90-Day Pilot: Commit to one structural change—whether it’s a new AI communication protocol or reducing span of control—with a designated owner and a clear measurement data

• 3 Ways To Boost Employee Engagement In Your Workplace
• 6 Ways To Embrace Mental Health In Your Company
• Employee Retention: Calculating The True Costs Of Burnout And Turnover
• Research References: Gallup State of the Global Workplace, SHRM Workplace Research, and McKinsey workforce data

https://BreakfastLeadership.com/

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Episode Summary

In this episode of the Breakfast Leadership Show, host Michael D. Levitt sits down with Brent Stewart, owner of Stewart Law Offices, a personal injury firm serving North and South Carolina that has been in practice for thirty one years. Brent shares what drew him to personal injury law, how his firm handles tractor trailer and trucking accident cases, and why the emotional weight of closing a case can rival the weight of the accident itself. The conversation covers driver negligence, the imbalance of resources between families and trucking companies, and the counseling role attorneys play long after the legal work is finished.

Guest Bio

Brent Stewart is the owner of Stewart Law Offices, a personal injury firm based in North and South Carolina with more than three decades of experience representing families affected by tractor trailer and trucking accidents. His practice focuses on holding negligent drivers and trucking companies accountable while guiding clients through the legal and emotional realities of a serious injury or wrongful death claim.

What You Will Learn

Why Brent chose personal injury law and the mentor who shaped his approach to the work
How trucking companies respond immediately after a serious accident and why that matters for families
What a spoliation letter is and why it is one of the first steps in a trucking case
Why trucking cases often take years to resolve and what that means for the families involved
Why the emotional toll of closing a case can be as significant as the accident that started it
Why law firms and mental health resources should work more closely together after a settlement
Why a free consultation with a personal injury attorney is worth the call, even if you never hire them

Episode Highlights

The Path Into Personal Injury Law
Brent describes growing up aware of how quickly a family's financial stability could shift and how a summer clerking for attorney Jim Bordas in Wheeling, West Virginia showed him the impact a lawyer can have on a family in crisis.

The Realities of Trucking Litigation
Michael and Brent discuss the rise in serious trucking accidents, the importance of driver training and licensing, and the aggravating circumstances that can arise when trucking companies fail to preserve evidence after a wreck.

Resources and the David and Goliath Dynamic
Brent explains why trucking companies move quickly to protect their bottom line after an accident and why families need an attorney with the experience and resources to match that response.

Closure and the Emotional Weight of Settlement
One of the most candid moments of the episode covers what happens after a case settles. Brent shares that the emotions clients feel at closure can be nearly as intense as the day the accident happened, because the case itself has often become a source of stability during a difficult chapter of their lives.

Words of Wisdom
Brent closes with a reminder that a consultation with a personal injury attorney costs nothing and that anyone affected by a serious accident owes it to their family to make the call and get informed before deciding what to do next.

Connect With Brent Stewart: https://www.stewartlawoffices.net/

or call 866-STEWART

Firm: Stewart Law Offices, serving North and South Carolina
Search Stewart Law Offices to find the firm's website and contact information directly.

Next Step for Listeners

If you are a business leader ready to strengthen how your organization operates, visit https://www.breakfastleadership.com/

to schedule your Leadership Diagnostic and see how the Leadership OS can support your team.

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Steve McKinney spent the first thirteen years of his career in the athletic footwear industry, where he oversaw a five thousand person Reebok factory producing 1.2 million pairs of shoes a month and later led global product development for Adidas. In 2001 he founded McKinney Consulting in Seoul, South Korea, an executive search and leadership consulting firm. Steve is a master coach and an early graduate of proactive agility as a leadership philosophy, shaped by decades of building teams across cultures.

Bryan McKinney grew up between the United States and South Korea, attending international schools in Busan and Seoul before working in California with one of the first live streaming technology companies in the world. He returned to join his father at McKinney Consulting, where he has spent the past nine years building out the firm's technology, coaching, and executive search practice. Bryan is a master coach and is positioned to lead the firm's next generation of growth. McKinney Consulting is a partner firm within Kestria, a global executive search organization.

What You Will Learn
How proactive agility differs from reactive leadership and why anticipating change beats waiting for it. Why cross-cultural competence matters for every leader, not just expatriates, especially in a world of remote teams working across time zones. How Steve and Bryan built McKinney Consulting into a trusted executive search and coaching practice inside a global partner network. Why frontline expertise often outweighs formal title when making high-stakes business decisions. What the most successful executives and coaching clients tend to have in common. How the workforce transitions driven by retiring generations are reshaping recruiting across industries.

Episode Highlights

Steve and Bryan McKinney share their career paths, from athletic footwear manufacturing and global product development to founding and growing McKinney Consulting.

A discussion of the generational talent gap facing industries such as farming and manufacturing as experienced workers retire.

Steve reflects on witnessing South Korea's transition from dictatorship to democracy and how McKinney Consulting operates as both a local and global executive search partner through the Kestria network.

Steve explains proactive agility, a leadership philosophy shaped by his path from a career in music to athletic footwear leadership to executive search, and why anticipating change matters more than reacting to it.

The story behind their book project on cross-cultural leadership, which grew out of research the two originally intended for a coaching program called Success Factors.

Steve tells the story of consulting a factory line worker in a multi-million dollar production decision, illustrating how expertise and respect should outweigh title and hierarchy.

Bryan and Michael discuss how bringing frontline experts into high-stakes decisions applies well beyond manufacturing, including in healthcare policy design.

Bryan's advice for leading across cultures: seek out local experts, stay humble, and keep asking questions.

Closing thoughts on why understanding cultural differences builds stronger organizations and a richer world.

Guest Contact Information
Website: https://McKinneyConsulting.com

Next Steps
If this conversation resonated with you, visit https://www.breakfastleadership.com/leadershipos to schedule your Leadership Diagnostic and find out where your organization's leadership operating system needs the most attention.

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