エピソード

  • The Anti-Awkward Self Promotion Episode: How to Do it with RESPECT

    The Anti-Awkward Self Promotion Episode: How to Do it with RESPECT
    2025/11/18
    Tired of the cringe and discomfort that comes with self-promotion, asking for a raise, or tackling your annual performance review? Hosts David Morelli and William Oakley dive deep into the often-awkward process of self-evaluation and advocacy. This isn't just about tactics; it starts with a foundational look at self-worth and the "unwinnable game" of seeking external validation. They introduce the powerful RESPECT framework (Rallier, Educator, Strategist, Provocateur, Explorer, Confidant, and Transformer) to help you build a comprehensive, authentic, and "anti-awkward" case for your performance, growth, and potential. This episode provides a profound shift in perspective, moving the focus from desperate external validation to grounded, authentic self-reflection and presentation. Learn how to present your value with integrity, poise, and genuine self-awareness.

    Key Topics:

    · Self-Worth is the Starting Point: Awkward self-promotion often stems from a fear of "not being good enough" (fragile self-worth), which leads to either overworking for approval or over-blustering. True self-promotion begins when your thoughts about yourself are independent of others' opinions.

    · External Validation is a Trap: "No amount of external validation can replace how you feel about yourself." Your performance review does not define your intrinsic worth as a person.

    · Acknowledge Your Flaws: Being honest about areas for improvement (the Provocateur aspect) shows intellectual honesty, humility, and self-awareness to leaders. This prevents others from having to bring up your shortcomings, proving you are teachable and committed to growth.

    · Use the RESPECT Framework to Build Your Case: Moving beyond just a list of accomplishments, a well-rounded self-promotion case addresses seven key dimensions:

    · Rallier: Tangible, measurable achievements and progress (e.g., sales, case closures, project delivery). · Educator: What you learned this year, especially beyond expectations (self-development, new skills).

    · Strategist: The key problems you solved and the value (e.g., cost savings) those solutions generated.

    · Provocateur: Where you applied critical thinking, caught errors, and questioned assumptions.

    · Explorer: Innovations, creativity, and new ideas brought to the team or process improvements.

    · Confidant: Your cultural contribution to the team (support, cohesion, being a team player) and taking time to appreciate your own efforts.

    · Transformer: Who you are becoming—your personal and professional growth, sense of purpose/passion, and aspirations for the future.

    · Performance Reviews are for Growth, Not Worth: Use the review as an opportunity for honest self-reflection on your growth, progress, and areas for course correction, not as a moment to justify your value as a human being.
    続きを読む 一部表示
    55 分
  • I Got Problems: Strategies for Complex Problem-Solving and Empowering Your Team With Leon Thomas

    I Got Problems: Strategies for Complex Problem-Solving and Empowering Your Team With Leon Thomas
    2025/11/11
    Are you tired of being the only problem-solver on your team? In this episode of Owlcast, Air Force veteran and leadership expert Leon Thomas joins hosts David Morelli and William Oakley to share his proven strategies for tackling complex problem-solving and empowering your team to find solutions without you. Learn the key questions to ask, how to filter out "false flag" issues, and the critical mindset shift every manager needs to finally take a worry-free vacation. The core of the discussion centers on how leaders can transition from being the sole problem-solver (a mindset driven by a burden of leadership and a desire to be needed) to a leader who develops their team's decision-making capabilities. Thomas's philosophy is that a leader's job is to "prepare every single person on my team to be in my seat."

    Key Topics:
    · Not All Problems are Actual Problems: Issues often presented as complex problems are actually "false flags," driven by a heightened emotional state, mere complaints, or comparisons (the "it would be better if..." scenario). Learning to discern an emotional issue from a legitimate problem is the first step.
    · The Power of Questions: When approached with a problem, the first step is active listening, followed by asking probing questions (e.g., "Why is this a problem?" "What have you tried?" "How often is this happening?"). This practice helps the team member discover solutions they hadn't considered and makes the problem their burden to carry.
    · The "We" is an Investment: When asking, "What do we think we can do to solve this problem?", the use of "we" is an investment in the team's ability to collaborate and solve the problem themselves, ensuring the manager is not the only problem-solver.
    · A Leader's Primary Job is Succession: The shift from solving every problem to empowering others is motivated by the realization that "My job is to prepare every single person on my team to be in my seat." This ensures the leader can step away (e.g., go on vacation) without the organization stalling.
    · Set Clear Boundaries and Decision Authority: Leaders must clearly define the parameters, objectives, and values for their team, articulating what decisions team members are empowered to make. This eliminates "frivolous" issues and accelerates problem resolution.
    · Communication Must Be Consistent: Managers often err by managing by exception or communicating boundaries only once. Establishing a culture of empowerment requires frequent, consistent communication to reinforce objectives and decision-making authority.
    続きを読む 一部表示
    50 分
  • How to Be a Catalyst For Good: Using the Respect Styles for Positive Impact

    How to Be a Catalyst For Good: Using the Respect Styles for Positive Impact
    2025/11/04
    Feeling drained by your work culture? Learn how to stop just surviving and start thriving! This episode of Owlcast dives into how you can become a Catalyst for Good in your organization using the 7 Respect Styles. Join hosts David Morelli and William Oakley as they walk through a framework for having a positive, change-making impact in the workplace. They argue that many people are drained by their jobs, but work can and should be a source of "aliveness and life force." The episode focuses on how anyone, regardless of seniority, can use coaching-style questions to create better organizational cultures. Discover the specific questions to ask peers, managers, and executives to spark breakthroughs, boost performance, and transform your workplace into a source of aliveness, not burnout.

    Key Topics:
    · Work as a Source of Aliveness: The ideal work culture should be a source of aliveness and life force, where people feel empowered, capable, and fulfilled, rather than drained. Positive work experiences lead to happier, better community and family members.

    · The Power of Questions over Advice: The most effective way to be a catalyst for good is not by giving advice or prescriptions, but by asking conscious, style-specific questions. These questions help others gain clarity, own their solutions, and spark their own breakthroughs.
    · The 7 Respect Styles are a Toolset for Impact: The seven coaching styles are a framework for conscious communication that is already present in everyday conversations. Applying them deliberately allows you to have a better, more positive impact.

    · Leadership is About People, Not Just Expertise: Especially at higher levels of leadership (VP, CEO), what matters most is the ability to lead people, coach them, and "bring out the best in other people" through conversation, even when you lack the subject matter expertise.

    · Being a Catalyst Accelerates Career Growth: Individuals who are "already coaching" their peers and having a positive impact on the team are often the ones who are recognized and promoted because they are displaying key leadership qualities.
    続きを読む 一部表示
    52 分
  • Coaching at a Crossroads with ICF CEO Magdalena Mook

    Coaching at a Crossroads with ICF CEO Magdalena Mook
    2025/10/28
    In a world defined by polarization, AI disruption, and a growing mental health crisis, where does the coaching profession stand? The industry is at a critical crossroads, and its future depends on how it responds to these profound challenges. In this pivotal episode, hosts David Morelli and William Oakley sit down with Magdalena Mook, CEO of the International Coaching Federation, for an essential discussion about the state and future of the coaching profession. Magdalena shares her 20-year journey with the ICF, overseeing its growth from 8,000 members to a global powerhouse of 65,000 in 160 countries. Tune in for a candid conversation about the evolution of coaching, the ethical tightropes coaches must walk, and the powerful role coaching can play in a deeply unsettled world.

    Key Topics:
    · Coaching is a Partnership: This is the most critical element. A coaching relationship is a shared journey where the coach holds the process and the client is responsible for bringing their authentic self to the conversation.

    · "Coaching is the conversation where there are no answers… yet.": This powerful one-liner captures the essence of coaching. It's an exploratory process for navigating new territory where past experience isn't enough.

    · Humanity Transcends Culture: In a globalized and polarized world, the ultimate value for a coach is to see the human in the other person. Coaching must be adaptable and respectful of cultural differences without compromising its core ethical principles.

    · AI is a Tool, Not a Replacement: Magdalena frames AI as a powerful ally that can handle transactional coaching (scheduling, scaling basic support), but emphasizes that deep, lasting change requires transformational human-to-human coaching.

    · Dispel the Myths: The two biggest myths that stop people from seeking coaching are the cost (there are coaches at all price points globally) and the belief that "I don't need it" (you can't know the benefit until you try). · Leader as Coach vs. Professional Coach: A leader using coaching skills is different from a professional coach. A leader still has managerial responsibilities and must set guardrails, while a professional coach's sole focus is the client's agenda.
    続きを読む 一部表示
    1 時間 5 分
  • Fixing Team Dysfunction: Creating Cohesion from Conflict

    Fixing Team Dysfunction: Creating Cohesion from Conflict
    2025/10/14
    Ever left a meeting feeling like you just wasted an hour of your life? Tired of conversations that go in circles, ideas that get shot down, and agendas that get completely derailed? What if you—even as a participant—had the power to fix it? In this episode, hosts David Morelli and William Oakley tackle one of the most common workplace frustrations: dysfunctional meetings. They break down why teams so often fall into patterns of conflict, inaction, or aimless discussion. The core of their solution is the RESPECT model, a framework outlining seven essential communication styles required for a healthy, well-rounded conversation:

    Key Topics:
    · Questions Are Contributions: You don't need a "smart statement" to add value. A strategic question is often a more powerful and less risky way to influence the direction of a meeting, especially if you aren't in a formal leadership role.

    · Dysfunction Is a Missing Perspective: Meetings become dysfunctional when key communication styles are absent. A team that only focuses on action but ignores risks or human impact will ultimately fail.

    · Your Job Is to Fill the Gap: If you notice a perspective is missing, it becomes your responsibility to introduce it. By asking a question related to that missing style, you help balance the conversation and guide the team toward a more holistic solution.

    · Avoid Getting Pigeonholed: Team members often fall into predictable roles (the critic, the cheerleader, the silent observer). Intentionally using different styles of questions allows you to be a more dynamic and effective contributor.

    · Leaders Should Speak Last: If you are leading a meeting and want genuine discussion, present the problem and then ask for others' perspectives before offering your own. This prevents you from inadvertently shutting down conversation.
    続きを読む 一部表示
    1 時間 4 分
  • AI for Unleashing Potential with Tim Harrison

    AI for Unleashing Potential with Tim Harrison
    2025/10/07
    Is AI a threat to our humanity, or is it the ultimate tool for unlocking our potential? In this episode of Owlcast, host David Morelli and co-host William Oakley are joined by Tim Harrison, an executive coach and AI innovator who sits at the nexus of technology and personal development. Tim shares his inspiring journey from a D1 athlete facing an identity crisis to a pioneering executive coach who turned down a lucrative consulting job to launch a nonprofit, EPOG Academy. He explains how a challenge in scaling his nonprofit led him to discover the power of generative AI, not just as a tool for efficiency, but as a catalyst for human potential. The conversation explores the practical application of AI, reframing it as a digital assistant that can be managed with the same skills used in leadership. Tim introduces his "Four A's of Innovation" framework (Automation, Augmentation, Amplification, and Adaptation) and discusses how AI can free us from busy work to focus on our "zone of genius," ultimately pushing us to define our value by who we are, not just what we do.

    In this episode -
    · Find What Makes You Come Alive: Inspired by Howard Thurman's quote, "Don't ask what the world needs. Ask what makes you come alive...because what the world needs is people who've come alive," Tim emphasizes that true potential is unlocked by pursuing your passion, not just a prescribed path.

    · The Cost of Inaction is Greater Than Failure: Often, the biggest risk isn't aiming too high and missing; it's aiming too low and hitting. Answering a "calling" is more important than the fear of failure or stepping away from a "safe" path.

    · Manage AI Like a Person: The skills required to effectively use AI agents—providing clear objectives, giving context, and offering iterative feedback—are the same skills great leaders use to manage their teams. You don't have to be a tech expert, just a good communicator.
    続きを読む 一部表示
    1 時間 2 分
  • The Learning Leader, Smarter Learning Strategies for Sharper Leadership with Charles Good

    The Learning Leader, Smarter Learning Strategies for Sharper Leadership with Charles Good
    2025/09/30
    Ever feel like you read a book or attend a workshop and forget everything the next day? You're not alone. In this episode of OWLCAST, host David Morelli talks with Charles Good, President of the Institute for Management Studies, about the science behind effective learning. They dive into why our outdated "cramming" habits from school don't work in the workplace and reveal the smarter strategies for making knowledge stick. You’ll learn the crucial difference between familiarity and true recollection and discover how to apply a "Lean Learning" framework to continuously grow as a leader. You’ll explore:

    · Avoid Passive Learning: Passive strategies like rereading and highlighting create a false sense of familiarity and are ineffective for long-term retention; instead, active retrieval through practices like quizzing yourself or trying to recall information from memory is far more effective. · The Forgetting Curve is Real: The majority of forgetting happens within the first few days after learning new information; therefore, you must reinforce and revisit key concepts during this critical period to make them stick.
    · Habit-Forming Takes Deliberate Effort: To apply new skills, leaders must identify small, manageable actions, create specific prompts, and rely on consistency over motivation. Behavior change is difficult and requires a supportive environment and continuous reinforcement to overcome the status quo bias.
    · Continuous Learning is a Marathon, Not a Sprint: Soft skills like communication and feedback are not mastered in a single session; they require ongoing, deliberate practice and development over time to become a natural part of a leader's identity.
    続きを読む 一部表示
    1 時間 13 分
  • Intelligent Trade-offs as Leaders with Dr. Ken Matos

    Intelligent Trade-offs as Leaders with Dr. Ken Matos
    2025/09/23
    Ever feel like your company is constantly trying to do everything and please everyone? In this episode of OWLCAST, host David Morelli sits down with Dr. Ken Matos, an expert in organizational psychology and data analytics, to discuss intelligent trade-offs. They'll explore how leaders can move beyond outdated assumptions and "corporate gaslighting" to build a culture of clarity and purpose. Dr. Matos shares powerful, data-backed insights on everything from the hidden costs of employee attrition to optimizing hybrid work environments. If you're ready to stop guessing and start making smarter, more strategic decisions, this conversation is for you.

    You’ll explore:

    · Challenge Assumptions with Data: Leaders often make decisions based on what they think is "right" or what has worked in the past. Use data, like that from employee engagement surveys, to challenge these assumptions and understand the real issues affecting your workforce.

    · Make Strategic Trade-Offs: Trying to be everything to everyone leads to failure. Instead, identify your core business strategy and make deliberate, intelligent trade-offs that align with it. For example, some companies might accept higher turnover in some roles to retain talent in others.

    · Optimize for Workflow, Not Real Estate: The debate over in-office vs. remote work should be grounded in the nature of the work itself. Remote work is ideal for tasks requiring deep focus, while in-person time is best for collaborative, complex, and strategic work.

    · "Strong Opinions, Loosely Held": Leaders should be willing to take the risk of having an opinion based on the best available information. However, they must be equally willing to change their minds if new data or perspectives emerge. This approach fosters negotiation and avoids intellectual bullying.
    続きを読む 一部表示
    52 分