『Herding Tigers: The Creative Leader Podcast』のカバーアート

Herding Tigers: The Creative Leader Podcast

Herding Tigers: The Creative Leader Podcast

著者： Todd Henry
無料で聴く

今ならプレミアムプランが3カ月 月額99円

2026年5月12日まで。4か月目以降は月額1,500円で自動更新します。

概要

 Leading creative people is one of the hardest jobs in any organization. Bestselling author Todd Henry (Herding Tigers, The Accidental Creative, and others) brings you practical strategies for creative leadership — from managing creative teams and building a culture of innovation, to helping your people stay prolific, brilliant, and healthy. Each episode delivers actionable insights on workplace creativity, team productivity, and what it really takes to unleash the full potential of the talented people around you. If you lead creative pros, or are one, this is your show.2017-2026 Accidental Creative マネジメント マネジメント・リーダーシップ 出世 就職活動 経済学
エピソード
  • The 3 Things You Own as a Leader

    The 3 Things You Own as a Leader
    2026/05/07

    In this episode of the Herding Tigers podcast, we take a deep dive into the real heart of leadership: people. We discuss the complex, often unpredictable nature of leading teams and explore how leadership is less about administrating tasks and more about owning responsibility in three crucial areas—culture, talent, and work.

    We outline the difference between merely managing these areas and fundamentally owning them. Culture is revealed as the invisible operating system underlying our teams—defined by what we model, reward, and tolerate. We also highlight why talent management goes beyond HR processes, emphasizing the development and real conversations necessary to help team members reach their full potential. Lastly, we dig into why connecting people to the meaning behind their work fuels true engagement, creativity, and ownership.

    The episode closes with a powerful reminder that thriving organizations succeed when leaders embrace the complexity of people and fully own culture, talent, and work—not just in words, but in action.

    Five Key Learnings
    1. People are at the core of leadership: Effective leadership is grounded in understanding and embracing the complexity of people, not wishing for it to be simpler.
    2. Culture is built through action, not aspiration: We get the culture we model and reward—it's a continual process, either being built or eroded each day.
    3. Talent must be developed, not just managed: Real leadership is about helping team members grow into their potential through candid, growth-focused relationships, not just formal reviews.
    4. The meaning behind work matters: Connecting people to the "why" behind their tasks leads to greater ownership, engagement, and creativity.
    5. Success is a virtuous cycle: Healthy culture attracts great talent, which produces excellent work—reinforcing trust and strengthening culture in return.

    Find your community of creative leaders. Check out Creative Leader Roundtable at CreativeLeader.net
    続きを読む 一部表示
    7 分
  • Optimizing: You're Probably Playing Different Games at the Same Table

    Optimizing: You're Probably Playing Different Games at the Same Table
    2026/04/30

    In this surprise revival of the Herding Tigers Podcast, we kick off a new direction with an exploration of what it means to "optimize" as leaders. We discuss the invisible drivers that cause organizational tension, challenging the idea that conflict always comes from personality clashes or miscommunication. Instead, we unpack the reality that everyone—ourselves included—is optimizing for something different, whether it’s stability, recognition, autonomy, craft, efficiency, or meaning.

    We share real-world examples from recent events and provide a practical framework for understanding and talking about these optimization goals with our teams. The episode highlights why acknowledging these differences is essential for effective leadership, how to surface hidden motivations, and why conscious tension leads to better outcomes than underground misalignment.

    Five Key Learnings
    1. Everyone on your team is optimizing for something—stability, recognition, autonomy, craft, efficiency, income, comfort, or meaning—and not always the same thing.
    2. The unseen tension in organizations often stems from people “playing different games at the same table,” keeping score in different ways.
    3. None of the motivations or optimization goals are wrong; diverse goals can create necessary, creative tension when acknowledged openly.
    4. As leaders, it’s vital to name our own optimization drivers, get curious about those of others, and foster team conversations about what each person is optimizing for.
    5. The goal isn’t to demand uniformity, but to make tensions conscious and productive—this balanced diversity ultimately improves the team’s performance.

    Find your tribe! Check out Creative Leader Roundtable at creativeleader.net
    続きを読む 一部表示
    10 分
  • 5 Conversations To Have With Your Team

    5 Conversations To Have With Your Team
    2022/05/24
    There are five process-related conversations that can help your team maintain better focus, dispel fear, and manage expectations. In this episode, I share the five conversations and how to implement them effectively.First a few ground-rules. Do not steamroll your team with these and if you're a team member, don't barge into your manager's office demanding to have these conversations. This is about relationship and relationship is about empathy, trust and commitment. If we're going to have these conversations, we must be committed to the results, even if they're not what we wish for. We have to be willing to hear the truth and act on it even when we dislike it.One more quick ground rule. You need to be having these conversations both on a team level and an individual level with your team members. Some team members might not feel comfortable expressing themselves in a larger group, but they might have insights that can help you engage in a more healthy way if you give them space to talk. You need to formalize your conversations. In the words of management guru Peter Drucker, "what gets measured gets done." You need to have a system for these conversations and not just wait for the opportune time to occur. It never will.1. The Clarity Conversation This conversation is all about bringing alignment and combatting dissonance with our teams. It's about making sure that what we SAY we're about is what we're actually about. It's about making sure that we understand the objectives of our projects, our teams and our organization's reason for being.– Do what/why add up? In other words, is what we SAY we're about what we're actually doing? One way to ask this question is "is there anything we're doing right now that seems out of character for us?" Step back and allow the conversation to ensue. Don't get defensive and don't feel the need to argue. This is not about being right, it's about discerning and identifying problems within the team.- Do you understand the objectives? Are they clear? Is there anything you're unclear about? Sometimes people won't speak up because they assume that everyone else gets it and they're the only idiot. This kind of isolation is a lie and it countermands creative effectiveness. The more we discuss the objectives until everyone is crystal clear, the better off we'll be.Clarity is critical to healthy team creating. The more clear we are about the problems we're trying to solve, the more effective we will be in that creating. But the less clear we are about aligning the why and the what, the more our process will dissolve into chaos.2. The Expectations Conversation This very simple conversation is designed to neutralize the victim mindset. By calling out and allowing conversations about expectations we can be certain that we're not allowing confusion to grow, which can lead to finger-pointing and self-protection rather than generosity and trust.– Do you know what’s expected of you? Get the artist to express their understanding of expectations directly and simply.– What do you expect from me and am I falling short? Again, don't be defensive and try to defend yourself. If the stated expectations are unrealistic, have that conversation, but it's important that you realize that your role is to serve, not to be right.3. The Fear Conversation This is the most nebulous of the conversations and is one of the more difficult to get people to open up to, but it can be one of the most powerful if we have the guts to engage in it. This is all about shining light into dark, unspoken places and neutralizing emerging fear.– What are you afraid might happen and why? In other words, what makes you "gun shy" in your creating?– Do you feel free to take risks? If so, why? What environmental cues are leading you to that?4. The Engagement Conversation This conversation is all about identifying patterns of engagement/energy/enthusiasm on the team. Creativity is rhythmic, both on an individual and team level and we have to take that into account as we're planning our work. This conversation helps you - as the leader of process - to gauge where the team is in terms of energy and engagement and plan accordingly. It also helps the team - in a collective sense - to gain a better understanding of where each member is in terms of inspiration and energy level.– What’s your energy level/enthusiasm?– What’s inspiring you?– How do you feel about the work you’re doing?– What’s the best thing we’re doing and why?5. The “Final 10%” Conversation This conversation is all about neutralizing - as my friend Ben likes to call them - "whispers in the hallway." These are the conversations that emerge when a small group of people want to commiserate but they don't have the guts to speak their thoughts to the organization either because they're spineless or because there isn't a culture of trust. Either way, you are WAY better off having these conversations in a team context and one-on-one than ...
    続きを読む 一部表示
    14 分
adbl_web_anon_alc_button_suppression_c
まだレビューはありません