Is culture really a competitive advantage, or just something you deal with when there's time? After a decade of this work, Jenni's answer is that it's the whole thing — because growth doesn't create your culture problems, it exposes them. In this conversation, Jenni sits down with Mark Batterson, lead visionary of National Community Church in Washington, D.C., New York Times bestselling author, and author of Not My Circus, to talk about what thirty years of building culture on purpose actually looks like.

This episode kicks off 10 Years of 4Sight, a series marking 4Sight's 10th anniversary with the leaders Jenni has been privileged to serve alongside. Mark's team was one of the first to take a chance on her, and they've worked together on strategic planning, multi-site strategy, org design, and team dynamics across nearly the entire history of the company.

Mark's story started small and unglamorous. Coming off a failed church plant, he and a core group of 19 people began meeting in a D.C. public school. Average attendance that first year was 20-25. Monthly giving was around $2,000, and the rent was $1,600. It took five years to grow from 19 to 250. Three decades later, that same church has planted a network of churches, owns a debt-free city block on Capitol Hill, and still runs on a mindset Mark sums up simply: everything is an experiment.

Jenni and Mark dig into the culture barometer he uses to check himself, why values have to be lived creatively instead of codified and hung on a wall, and what it costs to build the kind of team culture that holds under growth. They share candidly about the seasons of leadership that require a leader to change, and why Mark decided to write a book he knew would cost him something.

What You'll Hear

• Why healthy culture turns growth into fuel, and unhealthy culture turns growth into a threat
• The NCC origin story: 19 people, a rented D.C. public school, and a long obedience in the same direction
• Why leading one church for 30 years has meant leading 17 different churches, and how to tell which season you're in
• What changed when Mark traded the title of Lead Pastor for Lead Visionary, and how he decided where his value actually sits now
• Mark's culture barometer: when you walk into the room, does the anxiety level go up or down?
• Leading with non-anxious curiosity, and the difference between a "here I am" leader and a "there you are" leader
• Inside the Play and Pray Retreat, the three-day gathering for staff plus spouses and kids, and why Mark defends the line item
• Why values only stick when you find creative, human ways to live them out
• Giving leadership away, teaching-church thinking, and building a pipeline for the next generation
• Mark's encouragement: reserve the right to get smarter later

Connect with Mark Batterson

• Website: https://www.markbatterson.com/
• Book: Not My Circus — releases October 20, 2026
• Church: https://national.cc/

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Can you be friends with the people you lead? Most HR advice says no. In this conversation, Jenni sits down with Marcylle Combs, entrepreneur, executive mentor, and author of Never Hire Your Friends, to talk about why friendship at work, handled well, can be a leader's greatest asset.

Marcylle has spent more than three decades leading organizations. Her leadership story started with a hard moment. Early in her career as a young home health branch manager, she learned that her entire team had met with the company owner to complain about her. A wise colleague gave her two choices: sit down with every employee, or start firing them. Marcylle chose to listen. That moment turned a reluctant manager into a lifelong student of leadership, with a goal of being both the hardest and the best boss her people would ever have.

Jenni and Marcylle dig into what Marcylle calls "friendship management," the ongoing tension between discipline and grace, and why clear expectations are what make close relationships at work possible. They also talk about what emerging leaders need from those of us who have been leading for decades.

What you'll hear

• Marcylle's leadership wake-up call, and why she chose to listen instead of clean house
• How to hold people to a high standard while making sure they know you care
• Why knowing when to give discipline and when to give grace takes mentoring, not just a policy manual
• Why Never Hire Your Friends really means always hire your friends, and the three pillars behind it: honor, honesty, and humility
• Setting ground rules for friendships at work, from "boss hat vs. friend hat" to what an email, a text, or a phone call signals
• How senior leaders can better understand and mentor a younger generation whose experience is very different from their own
• Marcylle's encouragement: the only person you can change is yourself, so keep learning and keep investing in others

Connect with Marcylle Combs

• Website: https://www.marcyllecombs.com/
• Book: Never Hire Your Friends
• Podcast: 50% with Marcylle Combs
• LinkedIn: https://www.linkedin.com/in/marcylle-combs-65978425

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Trust is the thing every leader depends on and almost no one builds on purpose. In this conversation, Jenni sits down with Dr. Rob McKenna, founder of WiLD Leaders and author of Whole Leaders, Wild Trust, to talk about why trust is a byproduct of leader development, not a topic you can lecture your way into.

Dr. Rob has spent decades running longitudinal leadership studies, including a six-and-a-half-year study following 120 leaders in aerospace, plus research with several thousand engineers moving into leadership roles and a multi-year study of leaders in large church organizations. What emerged surprised him: as teams did the work of understanding their own competence, motivation, and purpose together, they started trusting each other — without anyone naming trust as the goal.

Jenni and Dr. Rob dig into why trust feels like air (essential, invisible, impossible to grab), what happens when a CEO's read on their culture is rosier than their employees', and the single question a leader can bring to their team on Monday morning that opens the door to real candor.

What you'll hear

• Why leader development and trust building turn out to be the same work
• Whether trust is genuinely harder to build today, and what social media may be doing to our appetite for candor
• The trust quadrant: team trust on one axis, organizational trust on the other — and what it means to be in the "jungle" versus the "stronghold"
• The uncomfortable pattern in the data: leaders of low-trust organizations tend to think things are better than they are, while high-trust CEOs are accurate or under-rate their own culture
• Why the leaders most afraid to measure trust are usually the ones who already know it's low
• Jenni on the delta between how leaders experience culture and how employees do

Connect with Dr. Rob McKenna

• WiLD Leaders: wildleaders.org
• Contact the team — contact@wildleaders.org
• The Leading Under Pressure Inventory and other assessments — wildleaders.org/the-wild-toolkit
• Book: Whole Leaders, Wild Trust

We need your help to get the LeadCulture podcasts in front of more leaders! There are three simple things you can do that truly help us:

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In this episode, Jenni talks with leadership development specialist and author Adam Tarnow about why middle management feels like an impossible role, and why it may actually be the most important one in an organization. They unpack the tension of carrying responsibility without full control, and Adam shares a practical framework for navigating the stress of leadership without burning out. In this episode, Adam explains why the middle is where execution happens, why so many managers feel stuck in a “valley,” and how leaders can regain a sense of agency by focusing on what they can control. He also offers a simple sentence-based tool from his book The Fog of Work that helps leaders move from overwhelm to action.

Key Topics

• Jenni introduces the episode by framing culture as either a strategic asset or a liability, especially during growth, merger, or crisis.
• Adam shares why he wrote The Fog of Work and why middle managers became his focus after years of living in that role himself.
• They discuss how middle management used to be a respected position, and how pop culture turned it into a punchline.
• Adam explains why middle managers are often the “verbs in the sentence” of an organization - the people who make execution happen.
• The conversation highlights the pressure of being a player-coach: managing your own work while leading others.
• Jenni names the “they” problem - the tendency to blame vague forces instead of recognizing personal influence and agency.
• Adam describes middle management as a valley where problems roll downhill and collect, creating stress, ambiguity, and accountability without full control.
• He introduces the idea that the real question is not “How do I get out?” but “How do I get through?”
• Adam shares the fog clearing sentence: “I don’t control blank, but I do control blank, so I will blank.”
• They connect the middle of an organization to the middle of a story, where growth, character, and transformation happen.
• Jenni and Adam both emphasize that leaders can improve culture by focusing on what they can influence directly, especially within their own teams.
• The episode closes with encouragement for senior leaders to equip middle managers with practical tools, not just expectations.

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In this episode, Jenni Catron and her 11-year-old nephew River explore the fundamentals of team culture through engaging stories and insights. River shares his unique perspective on support, communication, focus, and the impact of individual roles in shaping a positive culture.

Takeaways:

• Support is the most important aspect of culture.
• Effective communication is crucial for team success.
• Focus and commitment drive team performance.
• Everyone has a role in shaping culture, regardless of age.
• Positive culture can be maintained or ruined by individual actions.

Chapters:

00:00 Introduction to the episode and guest River
01:00 Why we call it Switch Week and family traditions
01:30 River introduces himself and his love for sports
02:27 River shares his thoughts on support in culture
02:56 Support in sports and teams
03:23 The importance of communication in team culture
04:21 Learning from communication in pickleball
05:16 Communication during baseball games
05:45 The impact of fast plays and clear communication
07:16 Focus and distraction in sports
08:11 The responsibility of leaders and team members in culture
09:12 The influence of positivity and encouragement
09:36 Recognizing individual roles in culture
10:31 Culture as a fragile ecosystem
11:00 River’s perspective on culture and youth influence
11:31 Closing thoughts and call to action

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In this episode of Lead Culture, Jenni Catron shares what she learned during an extended summer break and why stepping back can be essential for sustainable leadership. She reflects on the tension between doing and being, the challenge of slowing down, and how time away revealed deeper questions about purpose, significance, and identity.Jenni opens with a reminder that culture does not take care of itself and that leaders must lead with intention. She then shares how her sabbatical included time with friends and family, reading, rest, and intentional disconnection from social media, email, and Slack. Even though the break was restful, it also surfaced a struggle many overachievers face: feeling significant only when they are productive.A major takeaway from the episode is that nothing magical happened on sabbatical — and that was the point. Instead of chasing big ideas or a new vision, Jenni focused on stillness, presence, and making space for what matters most. She describes how this time helped her recognize the importance of creative space, mental rest, and the right-brain work of meaning-making and reflection.Jenni also connects her personal experience to a broader cultural insight, referencing Arthur Brooks’ research on how modern life often overvalues efficiency and problem-solving while undernourishing meaning, creativity, and human connection. She shares how this tension was made even more vivid in the wake of an EF3 tornado in her community, where people rallied together and reminded her that people are the point.

Key Takeaways

• Healthy leaders need rhythms that sustain them.
• Rest is productive when it creates space for meaning and clarity.
• Leaders often confuse being with doing.
• Creativity, stillness, and reflection are essential leadership practices.
• People should remain the priority, even in busy or crisis-filled seasons.

Questions Jenni Asks Leaders

• What can you do that disrupts your rhythms and lowers your heart rate?
• How can you disconnect your doing from your being?
• Are you making space for quiet, creativity, and presence?
• What rhythms do you need to lead in a healthy, sustainable way?

Resources Mentioned

• Invitation to Solitude and Silence by Ruth Haley Barton
• The Ruthless Elimination of Hurry by John Mark Comer
• The Sabbatical Journey by Alan Briggs
• The Meaning of Life by Arthur Brooks
• Jenni’s book Clout: Discover and Unleash Your God-given Influence

Closing Encouragement

Jenni ends by encouraging leaders to protect the rhythms that keep them healthy, purposeful, and present — not only for their own well-being, but for the health of their teams and cultures. To connect with Jenni, email jennicatron@get4sight.com.

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As the 4Sight Group celebrates its 10th anniversary and Jenni Catron marks a personal milestone year, she shares why she is stepping away for a four-week sabbatical for the first time in her career.

In this honest conversation, Jenni reflects on nearly three decades of nonstop work, the lessons she has learned about burnout, and the importance of creating margin before exhaustion forces it. She discusses what led her to make this decision, what she hopes to gain from the experience, and how intentional rest can help leaders gain perspective, renew their energy, and lead well for the long haul.

Whether a month-long sabbatical feels possible or not, this episode offers a challenge for every leader: What would intentional rest look like for you this summer? From disconnecting on vacation to stepping away from social media or simply creating space to slow down, Jenni encourages listeners to prioritize rhythms of rest that support healthy leadership and thriving organizations.

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In this episode, Jenni sits down with Dr. William Attaway, CEO of Appreciation at Work, for a conversation about what it really means to help people feel seen, known, and valued at work.

Drawing from decades of leadership coaching and his work with organizations across a wide range of industries, William shares why appreciation is different from recognition—and why that distinction matters more than most leaders realize. Together, Jenni and William explore how appreciation impacts employee engagement, retention, productivity, and trust, while offering practical ways leaders can build cultures where people thrive.

You'll hear insights on:

• Why recognition rewards performance, but appreciation values the person
• How leaders can maintain both high accountability and genuine encouragement
• The connection between clarity, trust, and employee engagement
• Why self-awareness is one of the most important leadership disciplines
• What healthy leaders do consistently that struggling leaders often neglect
• How to navigate workplace uncertainty and technological change without losing the human element of leadership

Throughout the conversation, Jenni and William reinforce a core leadership truth: culture is built one interaction at a time. When people feel seen, heard, and valued, they engage more deeply, contribute more fully, and help create the kind of culture everyone wants to be part of.

Dr. William Attaway is the CEO of Appreciation at Work, founder of Catalytic Leadership, author of Catalytic Leadership: 12 Keys to Becoming an Intentional Leader Who Makes a Difference, and host of the Catalytic Leadership Podcast. Learn more about his work at appreciationatwork.com and catalyticleadership.net.

We need your help to get the LeadCulture podcasts in front of more leaders! There are three simple things you can do that truly help us:

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