C-Suite Intelligence: Recent Episodes
The Miles Group
CEOs running the world’s top companies don’t start out that way – they pull ahead of their peers with behaviors and practices that make them the “best of the best.” Stephen Miles and the team at TMG coach some of the world’s most successful executives, helping them continuously up their game even as business conditions grow more complex every day. Learn the secrets of the highest performers, and use this intelligence to power your career.
As AI speeds up analysis and compresses timelines, many organizations expect decisions to move faster. But decision-making still depends on alignment, accountability, and shared ownership.
In this episode, we sit down with TMG’s CEO Stephen Miles to discuss his latest Forbes article on contextual intelligence and leadership in the AI era. Stephen makes the case that success now depends on the ability to frame problems, ask better questions of AI, and translate insights into real outcomes. We also explore why human leadership capability is now the primary constraint and how leaders are rethinking growth and team performance in an AI-enabled environment.
In this episode, we discuss:
* Why faster analysis doesn’t automatically lead to faster decisions
* What it means to outgrow your company and your tools
* What contextual intelligence looks like in practice
* How teams can move from experimentation to repeatable AI use cases
Leaders often communicate well in formal settings but can sometimes struggle in informal, in-the-moment interactions. When they revert to their “base case” habits, speaking quickly, shifting context, or sounding abrupt, it creates confusion, misinterpretation, and gaps in understanding across teams.
In this episode, host Robert Williams is joined by TMG Managing Director Liz Kelly and Director Maizie Nelson to explore why communication breaks down in these everyday moments and how leaders can improve clarity. They share practical strategies like “going to manual,” setting context quickly, and focusing on a single takeaway to ensure messages land effectively.
In this episode, we discuss:
* Why leaders default to communication habits that create misalignment
* The importance of setting context and landing one clear takeaway
* Why tone, repetition, and channel choice matter more in times of uncertainty
* How to adapt communication styles for different people without changing the core message
The move from individual contributor to talent leader operating with an enterprise mindset is one of the most significant shifts leaders make. It’s not just about taking on more responsibility, but about changing how you create impact. Leaders are no longer driving results merely as individuals; they’re delivering outcomes through others while navigating complexity and competing priorities.
In this episode, host Robert Williams sits down with TMG Senior Managing Directors John Nasr and Managing Director Billy Stern to explore what it really takes to make that transition successfully. They discuss what it looks like to inherit an existing management system, how to align with team expectations, and why developing “leadership range” is essential for long-term effectiveness.
In this episode, we discuss:
* Making the transition from individual contributor to talent leader
* How to operate effectively in a matrix organization
* Building influence through empathy, preparation, and stakeholder alignment
* Delegating reversible “field general” decisions while holding onto irreversible “Pentagon general” choices
* Developing talent and reading the broader organizational field before acting
Performance reviews often fall short because they’re treated as a single conversation rather than the outcome of a year-long management process. When expectations aren’t clearly defined, and feedback isn’t captured along the way, reviews can become vague, shaped by recency bias, or less useful than they should be.
In this episode, host Bobby Williams is joined by Taylor Griffin and Courtney Hamilton to discuss how leaders can run reviews that actually drive results. The conversation covers how to define clear standards, stay close to performance throughout the year, and turn the review itself into a forward-looking discussion about what comes next.
In this episode, we discuss:
* Why reviews are often vague or overly influenced by recent events
* How defining the “gold star” improves accountability
* The “captain’s log” method for capturing performance examples throughout the year
* How to deliver feedback in a way that reduces defensiveness and drives change
AI may be transforming how work gets done, but the fundamentals of leadership haven’t changed. Sound judgment, clear direction, and trust remain the true differentiators.
In this episode, host Robert Williams sits down with Stephen Miles, Founder & CEO of TMG, and Taylor Griffin, Managing Partner, to explore how AI is reshaping work, leadership, and employee value. As intelligence shifts from a scarce resource to an abundant one, leaders are faced with a new challenge: redefining self-worth, productivity, and performance in an AI-enabled workplace.
They discuss:* How AI can elevate human capability by eliminating low-value work * Why judgment (not activity) will become the new measure of performance * The organizational shifts required in an AI-enabled workplace * Breaking down silos between HR, technology, and leadership
High-pressure environments have a way of bringing real team dynamics to the surface. When deadlines loom and priorities pile up, conflict can either pull a team apart or strengthen trust, alignment, and performance.
In this episode, host Robert Williams is joined by TMG’s Liz Kelly and John Nasr to discuss what leaders can do when the pressure is on and the team starts feeling the strain. Liz and John share what effective conflict management looks like in the real world, how trust is built through clarity and consistency, and what it takes to create an environment where people can collaborate instead of compete. They also unpack the role of a growth mindset, how “healthy tension” can actually make teams stronger, and the practical ways leaders can reduce stress, clarify priorities, and keep everyone moving in the same direction.
In this episode, we discuss:
* Building trust through clear roles, expectations, and accountability
* Why cross-functional collaboration tends to break down under pressure (and how to fix it)
* The difference between unhealthy conflict and healthy tension
* Techniques for reducing team stress and maintaining focus on priorities
Coaching has become part of the leadership operating model at the top of organizations. What used to be perceived as a corrective measure is recognized as an investment in leadership -- a disciplined way to strengthen individual decision-making, accountability, performance, and support overall leadership effectiveness.
In this episode, host Robert Williams is joined by TMG Managing Directors Liz Kelly and Stephanie Loquvam to explore the benefits of professional coaching for senior leaders. Drawing on recent Stanford research co-authored by our CEO, Stephen Miles, they examine why coaching adoption has increased significantly in recent years and how to make coaching sessions most productive. The conversation focuses on approaching coaching with intention, preparing thoughtfully, setting clear priorities, and maintaining continuous engagement.
In this episode, we discuss:
● Why coaching is critical for leaders
● How preparation and clear priorities drive more effective coaching relationships
● The role of accountability and vulnerability in leadership development
● Using data and feedback to strengthen coaching outcomes
When a new team member joins, leaders often focus on getting the individual up to speed while overlooking the broader impact on the rest of the team. Over time, this can create misalignment and friction within team dynamics, even when performance might appear strong on the surface.
In this episode, TMG’s Robert Williams is joined by Courtney Hamilton and John Nasr to look at what happens to the team as a whole in these moments. They explore the idea of “new member, new team,” challenging the assumption that teams change only when leadership does. They also discuss how leaders can use these moments to reset norms and clarify expectations.
In this episode, we discuss:
* Why every new hire reshapes team dynamics
* The importance of revisiting and documenting team norms
* Common leadership mistakes during onboarding and team transitions
* Using onboarding to strengthen cohesion and performance
With four generations now working side by side, leaders are being challenged to rethink how they communicate, motivate, and build trust across different work styles and expectations.
In this episode, host Bobby Williams speaks with Taylor Griffin and Courtney Hamilton about managing multiple generations in today’s workplace. They explore why flexibility is more important than generational labels, how context-rich communication and clear expectations reduce friction, and what predictable leadership routines look like in high-performing, multigenerational teams.
Join us as we discuss:* Leading across Baby Boomers, Gen X, Millennials, and Gen Z * Focusing on individual motivation rather than generational stereotypes * Building trust through transparency and consistent leadership routines * Using detailed feedback and context-rich communication to align teams
Senior leaders are often pulled in countless directions, responding to stakeholders, managing fast-moving priorities, and trying to stay focused amid constant fragmentation. Over time, this can dilute impact, pulling even the most capable leaders away from high-value work.
In this episode, TMG’s Robert Williams, Taylor Griffin, and John Nasr explore what it means to prioritize at the executive level. They break down how leaders determine the work only they can do, what should be delegated, and what can be eliminated altogether. Through the lens of ruthless and dynamic prioritization, they discuss how senior leaders protect their time, clarify expectations, and stay focused on the outcomes that actually matter.
In this episode, we discuss:* Creating a clear framework for owning, delegating, and eliminating work * Protecting time and attention * Aligning stakeholders around critical priorities * Staying flexible and adaptive as demands and circumstances shift
Boards are taking a more active role in overseeing talent, expanding their focus from CEO succession into examining leadership strength across the enterprise.
In this episode, TMG’s John Nasr and Eric Shor examine how directors are partnering more closely with CHROs, connecting people decisions to business strategy, and evolving compensation committees into true “People Committees.” They share how leading Boards are developing structured, forward-looking processes to assess readiness, strengthen succession depth, and link talent planning directly to long-term value creation.
Join us as we discuss:* The shift from CEO succession to enterprise-wide talent strategy * Partnering with HR leaders to align people and business strategy * Creating repeatable processes for evaluating and developing top talent * Best practices for executive-board engagement
As leaders rise, they must shift their focus from leading a team to shaping the business. Success at the top depends on how well they see across the enterprise, not just how well they manage their own business or function.
In this episode, John Nasr and Stephanie Loquvam break down what it means to operate with an enterprise lens. Through the idea of “T leadership,” they explore how leaders balance deep expertise with broad alignment across peers and business units. Enterprise leadership requires influence, trust, and collaboration, qualities that translate individual results into collective progress across the organization.
The conversation explores how senior leaders can:
* Build credibility across functions and business units
* Map stakeholders and influence outcomes
* Earn trust through consistent, transparent behaviors
* Shift from driving team results to co-authoring enterprise success
Have you ever left a meeting thinking everyone was on board, only to realize weeks later that nothing is actually moving forward? In this episode, TMG’s John Nasr and William “Billy” Stern unpack what it really takes to build influence. Real influence isn’t about making a strong argument in the room. It comes from understanding the people around you, earning their trust, and creating the conditions for shared ownership. The episode explores how to align priorities, socialize ideas, and co-author solutions with peers across roles and departments.
Join us as we discuss:
* The role of trust and empathy in executive buy-in
* Building influence through everyday interactions
* Navigating decentralized and matrixed teams
At the CEO level, a growth mindset shows up in how leaders think, act, and respond under pressure. It also shapes how they learn, solve hard problems, and set the tone for resilience and accountability. In this episode, Stephen Miles and Taylor Griffin talk about how growth-minded CEOs stay curious, take on challenges early, and lead their teams through uncertainty with clarity and composure. They share how this mindset drives better judgment, sharper decision-making, and stronger performance across the organization.
Join us as we discuss:* How top CEOs keep learning, even in areas where they’re already experts * Learning to act on "whiffs of smoke" before they turn into full-blown crises * Staying calm under pressure and turning setbacks into progress
The role of the senior leader is changing at an unprecedented rate. From tech disruption to talent strategy, five major trends are redefining what it takes to guide organizations forward. In this episode, Stephen Miles and Taylor Griffin examine how technology is transforming every business model, why organizations are moving faster and flattening, what it means for leaders to continually raise the bar for themselves and their teams, and more. They also dive into the new realities of talent strategy and the critical role of resilience in day-to-day leadership.
Join us as we explore:* Why staying curious and close to the work matters more than ever * How AI and data are reshaping talent strategy and organizational planning * The impact of faster, flatter structures on decision-making and team dynamics * How ambition and resilience are defining the next generation of leaders
High performers often reach a point in their careers where forward momentum slows down. Promotions that once followed a steady rhythm now come with higher stakes, less predictability, and more scrutiny. In this episode, TMG’s Taylor Griffin and Maizie Nelson explore what really changes as leaders rise, and why strong performance alone isn’t always enough to signal readiness for the next step. They unpack the shift from execution to influence, share how to assess whether someone is truly prepared for an expanded scope, and offer a new lens for thinking about growth
Join us as we discuss:
* Why career progression slows as the stakes get higher
* How to assess real readiness vs. potential
* How to reframe “staying put” as a strategic move
Company culture is shaped by what leaders do, not just what they say. In this episode, TMG’s Robert Williams sits down with Taylor Griffin and Liz Kelly to talk about how culture takes root through behavior. They explore how leadership choices—what gets rewarded, what gets overlooked, and how decisions are made—send powerful cultural signals. The conversation looks at how consistency shapes culture and how leaders can use regular moments, such as team meetings and one-on-ones, to reinforce values in meaningful ways.
Join us as we discuss:* How leaders shape culture, often without realizing it * Why consistent behavior carries more weight than messaging * Simple, effective ways to reinforce culture across teams and locations
Coachability is one of the clearest differentiators between leaders who continue to rise and those who hit a ceiling. In this episode, TMG Senior Managing Directors Courtney Hamilton and John Nasr unpack why this quality is more critical than ever for top executives.
They explore the difficulty of staying truly open to feedback in the high-pressure, high-stakes world of senior leadership. Drawing on deep experience working with high-growth companies, they share how executives can stay aligned with evolving business demands while continuing to grow, and how leaders can shape cultures where honest, peer-driven feedback leads to real development.
Join us as we discuss:
* What coachability really looks like at the senior level
* Why honest feedback gets harder to come by the more senior you get
* How to break free from a stasis mindset and keep growing
As companies scale, the way decisions get made can either accelerate progress or create hidden drag. Early-stage models that depend on a few senior leaders making most calls eventually slow things down. In this episode, TMG’s Taylor Griffin and Courtney Hamilton explore how organizations can build decision-making systems designed for growth.
They discuss why the common "hub and spoke" model creates bottlenecks and how distributed leadership can drive both speed and alignment. The conversation focuses on how leaders can create clarity around ownership, accountability, and process without losing visibility or control.
Join us as we discuss:
* Why centralized decision-making holds back growth
* What it takes to transition to a distributed leadership model
* How clarity and accountability drive speed and trust
* The leadership shifts required to delegate decisions without losing alignment
In this episode, TMG’s Liz Kelly and John Nasr explore a leadership skill that rarely gets the attention it deserves: managing energy. They look at how a leader’s energy shows up across internal meetings, client engagements, and executive forums and how it shapes the way others experience their leadership.
Drawing on their coaching work with senior executives, Liz and John discuss how staying consistent in your presence and tone helps build trust, especially in high-pressure moments. They offer practical tools to help leaders prepare for key interactions, reset between meetings, and bring clarity and focus to every conversation.
Join us as we discuss:
* How energy shapes leadership impact across every setting
* Why consistency and predictability build trust under stress
* Simple ways to reset between meetings and stay focused
In this episode, Courtney Hamilton and John Nasr explore how trust shows up on high-performing teams and why it’s a critical part of effective leadership. They break down the core components of trust, including credibility, reliability, and interpersonal connection, and explore how consistent leadership behavior directly impacts team alignment and results. Courtney and John also share actionable tools like the “ask me, tell me” framework and discuss how cross-functional collaboration, humility, and intentional communication create a culture of accountability and shared success.
Join us as we discuss:
* How consistent leadership builds lasting trust across teams
* Why vulnerability and humility are essential for high-impact leaders
* How trust fuels collaboration, commitment, and results
In this episode, John Nasr and Liz Kelly explore the traits that distinguish top-performing leaders—and how those traits help build team capacity. They cover why a strong management operating system drives consistency, how effective delegation allows leaders to focus on strategic priorities, and what it takes to run purposeful and efficient meetings. John and Liz also discuss how to balance your team with the right mix of high-potential talent and steady anchors, the importance of staying ahead of the curve, and why an empathetic, outward-focused mindset fuels growth and performance.
Join us as we discuss:* How to build a management system that drives predictability and reduces noise * How to lead meetings that actually move work forward * Why team balance and proactive leadership are essential to scaling success
In this episode, Stephen sits down with Robert Williams, Senior Consultant at TMG, to unpack how continuous development sharpens leadership at the highest levels. They explore the role of executive coaching in helping CEOs adapt to new challenges, refine their approach, and stay ahead of the curve. From embracing feedback to cultivating a growth mindset, this conversation offers a clear look at what it takes to lead with lasting impact.
Join us as we discuss:
* Why CEOs must embrace coaching to stay competitive in a dynamic business world
* How a growth mindset fuels adaptability and resilience at the top
* The impact of continuous development on decision-making and leadership effectiveness
In this episode, Stephen sits down with John Nasr, Senior Managing Director at TMG, to explore how high agency leadership can shape organizational success. They discuss the importance of micro-leadership—being deeply involved in the details, setting clear context, and maintaining accountability. John and Stephen also cover how leaders can assess their own agency, adapt to organizational needs, and create a high-performance culture. This conversation offers valuable insights into how high agency leadership fuels growth and creates lasting impact.
Join us as we discuss:* How productive tension fosters accountability and high performance without creating unproductive conflict * The power of micro-leadership and continuous context-setting * Building resilience and adapting your leadership style to drive success
In this episode, Taylor Griffin, COO of TMG, and Senior Managing Director Courtney Hamilton break down the “agent problem”—the often-overlooked challenge leaders face when key career decisions are made behind closed doors. Many assume their work speaks for itself, but in reality, it’s the conversations happening when they’re not in the room that shape their trajectory. Taylor and Courtney share practical strategies for ensuring the right people advocate for you, managing how you’re perceived in talent discussions, and taking control of your professional narrative.
Join us as we discuss:
* How to navigate the “agent problem” and ensure you’re represented accurately in leadership conversations
* The key relationships every leader needs to cultivate for career growth
* How intentional actions can transform perceptions and unlock new opportunities
In this episode, Stephen Miles, CEO of TMG, and John Nasr, Senior Managing Director, discuss how leaders can scale their impact by developing a structured management operating system. Many leaders advance by relying on intellect and adaptability, but as responsibilities grow, those skills alone aren’t enough. The key to navigating this shift is implementing a system that enables leaders to scale effectively while demonstrating their growth and capacity.Join us as we discuss:
* The key components of an effective management system, from defining the "gold star" to signaling your leadership style
* How to build the right relationships and structure to scale leadership without falling into micromanagement
* Why tensioning the system and refining metrics are essential for detecting risks early and driving results
In this episode, Taylor sits down with Laura Cococcia, Managing Director at Council Advisors, for a conversation on leadership, career growth, and the skills that set top executives apart. Drawing from her experience across nonprofits, tech giants, and corporate enterprises, Laura shares insights on leading through uncertainty, building strong teams, and the role of mentorship and feedback in shaping effective leaders. She also reflects on the importance of clear communication in high-stakes situations, and how adaptability enables leaders to navigate complexity and drive results.
Tune in as we explore:
* How transparent communication builds trust in times of crisis
* Strategies for leading effectively under pressure
* Why adaptability is a non-negotiable skill for C-suite leaders
Today, we’re exploring a leadership skill that’s often overlooked: signaling your leadership style. Stephen is joined by Courtney Hamilton, Senior Managing Director at TMG, to discuss how intentional signaling builds trust, fosters collaboration, and drives team success. They’ll explore how choices like structuring team check-ins and communicating your preferences can create clarity and improve performance. The conversation also delves into micro-leadership versus micromanagement, the challenges of onboarding, and the value of consistent, predictable leadership.
Join us as we discuss:
* How clear leadership signaling builds trust and creates a more collaborative and aligned team.
* The key differences between micro-leadership and micromanagement, and how to mentor without undermining trust.
* Strategies for evaluating past leadership, establishing clear expectations, and aligning your team around a common goal.
In today’s episode, Stephen is joined by John Nasr, Senior Managing Director at TMG, for the second part of our two-part series on building effective relationships with Boards. Together, they explore how trust and alignment between leadership teams and the Board can improve decision-making, clarify strategy, and support long-term success.
Join us as we discuss:* Practical strategies for handling tough questions and facilitating productive discussions using a Socratic approach. * How to establish trust with the Board through consistent, thoughtful engagement and communication. * Techniques for managing aggressive Board members and maintaining strategic alignment.
In today’s episode, Stephen is joined by John Nasr, Senior Managing Director at TMG, for the first part of a two-part series on building effective relationships with Boards. Together, they explore how trust and alignment between leadership teams and the Board can improve decision-making, clarify strategy, and support long-term success.
Join us as we discuss:
* Practical strategies for handling tough questions and facilitating productive discussions using a Socratic approach.
* How to establish trust with the Board through consistent, thoughtful engagement and communication.
* Techniques for managing aggressive Board members and maintaining strategic alignment.
In today’s episode, TMG CEO Stephen Miles and Managing Director Stephanie McCoy Loquvam discuss the importance of fostering idea conflict without devolving into social conflict. They explore going “hard on the idea, soft on the person” to drive effective decision-making and encourage diverse perspectives. Tune in for insights on what causes social conflict, why it undermines team dynamics, and how leaders can create the conditions for open, productive debate.
Join us as we discuss:
* Practical strategies for promoting idea conflict without causing personal friction.
* The role of context, trust, and structured processes in fostering a culture of constructive debate.
* How to lead open debates that center on the ideas, not the individuals.
In this episode, Stephen is joined by Taylor Griffin, COO of TMG, to explore how spotting early signs of potential threats can transform the way senior leaders navigate their organizations. Together, they’ll discuss how the ability to identify subtle warning signs—before a full-blown crisis emerges—empowers leaders to make smarter, proactive decisions. They’ll also share a practical toolkit for detecting those early whiffs of smoke and preventing issues from escalating into larger problems.
Join us as we discuss:
* How successful leaders act on weak or missing signals to stay ahead of emerging threats.
* The importance of ongoing team engagement for effective signal detection and spotting emerging threats and opportunities.
* The courage it takes to challenge the status quo and address potential issues that others may not see.
What exactly is founder mode? Is it just another form of micromanagement, or is it a practical approach to leadership in today’s fast-paced business environment?In this episode, Stephen and Taylor dive into the debate sparked by figures like Paul Graham and Brian Chesky, proposing a middle ground between founder and manager mode—micro-leadership. By striking the right balance between employee empowerment and direct managerial involvement, leaders can drive results and foster innovation, staying engaged with both their work and their teams while supporting autonomy and creativity.
Join us as we discuss:* How to embrace micro-leadership by staying connected to your team’s work. * How to build a management system with regular check-ins that balance stability with high performance. * How to give top performers the context and guidance they need to maximize their potential and drive success.
Learn more:* Founder Mode, by Paul Graham * Lenny’s Podcast featuring Brian Chesky
Choosing the right talent for a role is always important, but it's even more crucial when that role is essential to meeting your company's strategic priorities. A leader in a critical position who can't foster deep team alignment and synchronized prioritization can have a cascading negative effect. In this episode, TMG CEO Stephen Miles and COO Taylor Griffin discuss how to determine a role's criticality and evaluate whether a leader has what it takes to be effective.
Join us as we discuss: * Judo vs. MMA and why "sharp-elbowed" executives aren't always the most effective. * The importance of stress testing executives in critical roles. * How a clear 12-month plan can help mitigate scope risk when an executive takes on a new role.
In today's episode, we're joined by Courtney Hamilton, Senior Managing Director at TMG, to discuss one of our favorite coaching concepts: shifting to a manual operating mode. As leaders succeed in their careers, they often start defaulting to autopilot. However, there are situations where making the conscious decision to "go to manual"–a process that involves consciously hijacking your automatic response to an event and taking a new, more deliberate approach–will help you become a more effective leader.
Join us as we discuss:* How slowing down and staying open can help you avoid stasis and maintain a growth mindset. * Ways to shift out of automatic mode in everyday activities, such as meetings, to consistently show up as the best version of yourself. * The importance of shifting to manual during times of crisis to ensure you're acting as an absorber and not an amplifier.
Join TMG’s CEO Stephen Miles and COO Taylor Griffin as they unpack the secrets to developing the next generation of general management talent. From doing a staff job to taking something good and making it better, they walk through key experiential moves that can help you take your career to the next level. Whether you're focused on your own development or tasked with developing people, this episode is your go-to guide for rounding out general management talent.
Join us as we discuss:
* The challenges facing general managers and practical skills that can help you lead more effectively
* The importance of learning how to make your mark as a leader, whether you’re turning something around or working to improve something that is already successful
* How staff and headquarters positions can help you develop a deeper understanding of how your organization operates
Today, our host Stephen Miles, CEO of TMG, is joined by Senior Managing Director John Nasr for an insightful discussion on how executives can effectively lead during turbulent times. In today’s high-velocity, high-stakes environment, understanding the intricacies of leadership under stress has never been more important.
From practical tips on turning outward and leveraging your team to the nuances of decision-making and prioritization, Stephen and John break down the hallmarks of effective leadership and pitfalls to avoid. This episode is packed with actionable advice to help you and your team navigate the storm.
Join us as we discuss:
* Balancing instinct and data to ensure best outcomes during a crisis
* Learning to turn stress into strengths for effective leadership.
* How absorptive leadership allows you to manage your emotions, slow down decision-making processes, and foster team cohesion.
While the world is saturated with content on leadership, most of us spend the majority of our careers as followers. Today's guest, TMG SMD John Nasr, joins us to explain effective followership and why it's essential for career advancement.
In this episode, we discuss practical strategies for creating a low-friction relationship with your leader and how to manage interpersonal dynamics between different personality types, such as introverts/extroverts and thinkers/blinkers. Together, we provide actionable advice on adjusting your energy levels and approach to match your leaders' goals, reducing friction and opening doors to new opportunities.
Join us as we discuss:
* The importance of understanding a leader's preferences for communication and interaction.
* What distinguishes thinkers from blinkers, and how these two personality types can work together more efficiently.
* How adapting to your leader's preferences reduces friction and drives results.
Micromanagement gets a bad rap, but could more involvement in the details be the key to successful leadership?
This week, Stephen Miles and Taylor Griffin dive deep into the difference between detail-oriented micro leadership and overbearing micromanagement. Listen in as we uncover how a hands-on approach empowers leaders, enhances team alignment, and boosts organizational velocity.
Learn more about:
* A disciplined management operating system that helps leaders remove obstacles for their teams while staying immersed in the details that matter.
* How the weaponization of micromanagement has caused many leaders to take a hands-off approach centered on delegation that’s detrimental to team building.
* Why detail matters for leaders and how micro leadership helps create psychological predictability for teams while maintaining healthy tension in the system.
In part two of our discussion on the challenges facing CEOs in 2024, Stephen and Taylor dive deeper into the mechanics of the return to office, the ins and outs of virtual collaboration, what to expect from the regulatory environment in an election year, and the importance of embracing generative AI.
Join us as we discuss:* How CEOs can help teams balance the need for in-person socialization and collaboration while maintaining flexibility. * Our predictions on how political change could affect M&A activity in the U.S. * Why CEOs should stop fearing Generative AI and start preparing for how executive, legal, and people teams will put guardrails around its use.
”What you actually hear from CEOs is that they're more in Crisis Leadership planning mode than ever before.”
From the issues surrounding return-to-office policies and decreased headcounts to broader geopolitical challenges, Taylor Griffin, Chief Operating Officer at The Miles Group, joins us to talk about how CEOs can navigate the ambiguity of 2024.
Join us as we discuss:
* Leadership strategies for CEOs facing challenges to their company’s license to operate, including ESG, regulation, and more.
* Learning to plow 40 fields instead of 5: how a dynamic approach to prioritization can help CEOs drive efficiency.
* The importance of friction for CEOs and why being more involved in day-to-day challenges could actually open up capacity, as opposed to bogging you down.
Special guest Harley Finkelstein, President of Shopify, joins TMG CEO Stephen Miles to discuss their successful coaching relationship and what an ideal high-performance coaching experience can achieve. For executives and founders who may have never considered executive coaching or are unsure of what a coaching relationship looks like day-to-day, Stephen and Harley illustrate what the very best executive coaching relationship can provide.
Employees and teams are experiencing burnout across all levels of the organization. Burnout challenges not only workforce engagement, but quality, productivity, and problem-solving abilities. Courtney Hamilton and Christina Woodard discuss the causes of burnout and the strategies to combat it in order to reconnect teams to their company, culture, and meaningful work.
Every time there’s a threat against a company, there is almost always a weak signal or a whiff of smoke that can serve as an early warning of the risk to the organization. If that threat is dismissed or ignored, the whiff of smoke can turn into a forest fire. Then the organization faces a much bigger problem, with fewer options to solve it. CEO Stephen Miles and Managing Director John Nasr discuss the importance of embedding weak signal detection in the company culture.
Without trust, there is no shared or mutual accountability, and teams do not have strong enough foundations to accomplish their goals. Yet, many people cannot articulate what they and their teams actually need to do in order to form that trust. Stephen Miles and Maizie Nelson share the 8 ways to build trust on your team and inside your company.
Derailment rates for executives in transition, particularly in senior level roles, tend to be higher because they don’t always have the proper understanding of the degree of difficulty related to a given transition. Courtney Hamilton and Christina Woodard discuss how to develop an effective onboarding plan for the first year, allowing proper time to connect with stakeholders, build alignment on the mandate, and prioritize your time effectively, among other strategies.
Regardless of raw potential and natural talent, every person who is serious about their leadership development and growth demonstrates coachability. Taylor Griffin and Samantha Smith explore the concept of coachability – openness to feedback and new ways of doing things, and following through with those changes as part of an iterative, ongoing process.
Culture is most often shaped and fortified on the margin, when leaders must make hard choices. Depending on what they can tolerate, their decisions will either result in a high-performing company culture or one that leads to high levels of conformity and stasis. TMG CEO Stephen Miles and Managing Director John Nasr discuss the criticality of a company’s culture to its longevity and long-term success; and explore the dark side of corporate culture – stagnation that can lead to an organization’s irrelevance and decline.
HR has changed dramatically over the last few years, growing well beyond recruiting and development. Jeff Vijungco – the former Chief People Officer at Rubrik and VP of Global Talent at Adobe, and now Partner at One North Talent – joins The Miles Group COO Taylor Griffin and Managing Director Samantha Smith to discuss the changing landscape of the industry and the needs of today’s Chief People Officers, senior talent executives, and CEOs.
Frustration among leaders is mounting when it comes to the overall effectiveness and collective performance of their leadership teams. Amplified by the shift to the virtual world, the transition has lowered shared context while increasing the default to individual executives executing in their own lanes. As a result, companies and leadership teams became more vertical and less horizontal, decreasing the sense of team, and increasing the cost of coordination. CEO Stephen Miles and COO Taylor Griffin focus on the areas where leaders can lower the cost of coordination in order to better establish high-performing leadership teams.
Special guest Tom Williams discusses key issues CEOs are facing today – and will face tomorrow. Executive chairman and former CEO of Parker Hannifin, the multi-billion-dollar, Fortune 250 global leader in motion and control technologies, Tom joins TMG CEO Stephen Miles to discuss leadership challenges such as driving productivity during high inflation, pricing strategies, performance optimization, and utilizing AI.
Employees crave feedback on how to improve their performance, but according to workplace surveys, most say they don’t get it. Taylor Griffin and Samantha Smith suggest asking for advice, not feedback. Advice changes the content from backward-looking and often negative to something that is forward-looking and framed in a more constructive, developmental manner.
The world is less predictable – for many leaders and people inside companies, it’s hard and stressful. TMG CEO Stephen Miles and featured guest, Oracle EVP Rob Tarkoff, continue their discussion about how best to lead in stress events; the importance of “high context” leaders; building organizational capacity; and using resilience as a learning opportunity.
TMG CEO Stephen Miles invites a special guest, Oracle EVP Rob Tarkoff, to explore the ultimate preparedness playbook for leaders in difficult times. In this first of a 2-part series, they share their thoughts on performance leadership, rethinking basic assumptions, the necessity of triangulation, the importance of high content friction and low behavioral friction, and more.
CEOs and executives are facing a tsunami of real-time change – at a pace and velocity never seen before. Stephen Miles and Taylor Griffin discuss the leadership tools needed in today’s environment to create flexible and adaptable companies and cultures, so that change is something leaders can take on successfully and with confidence.
The go-to podcast for high performers and aspiring leaders is back for a third season. Hear CEO Stephen Miles, COO Taylor Griffin, and top executive coaches at The Miles Group and their special guests discuss how to thrive through impending recession and systemic inflation, how to build operating models that are flexible and adaptable, why ultimate high-performing leadership teams reduce friction, and more.
One of the most important elements of being a high performance, high growth executive is identifying ways to reduce behavioral friction. These “low friction” leaders line up to stakeholders’ preferences and styles. Stephen Miles and Taylor Griffin explain how low friction leadership can lead to exponential growth, create leadership opportunities for executives, and discuss common examples of behavioral friction.
Most founders and executives are so deeply immersed in their business model and products that they forget about themselves – their own personal growth as a leader. Everybody talks about business growth or the exponential growth of an organization, but personal growth is just as important, say Stephen Miles and Taylor Griffin. The research is clear that when a founder can effectively scale with the company, shareholder returns tend to be high. There must be commitment to personal growth. It’s an ongoing and continuous activity, not just for yourself, but also for the organization and the teams you lead.
Rife with inspirational, motivational, and passionate tech founders, many Silicon Valley leaders lack the right performance-driven toolkit to be a true success. Rob Tarkoff, EVP of Oracle, joins Stephen Miles and Taylor Griffin to describe the kind of “ambidextrous” nature VCs look for in executives – the combination of a potential-driven mindset with the performance-driven aspects of bootstrapping and doing more with less.
Operating in highly complex and dynamic environments, the best CEOs maintain alignment with their teams by communicating frequently, collaborating effectively, and prioritizing routinely. Good process delivers good outcomes, say Stephen Miles and Taylor Griffin, and if you take the time to thoughtfully recalibrate and refocus teams with constant context, you can create a culture and environment where everyone can win together.
As layoffs hit the tech sector, Stephen Miles and Taylor Griffin discuss how companies need to pivot from potential to performance. We’ve seen valuations come down at a catastrophic level that nobody could have ever imagined, say Miles and Griffin. They explain how the sudden change redefines expectations for leaders, who may need to refocus their teams on their core business – that “original wicked idea” that got them there.
Unlocking performance inside an organization requires delivering real outcomes, not just a proliferation of activities, say Stephen Miles and Taylor Griffin. This can prove difficult in our new multivariate and asynchronous operating environment. Miles and Griffin discuss how “executing for outcomes” can help refocus and reorient teams in turbulent, highly complex times.
There are three levels of leadership awareness that are critical for any leader, or aspiring leader: self-awareness (MeQ), one-to-one leadership (EmQ), and one-to-many leadership (SocQ), which includes the broader social context and environment. Taylor Griffin and Courtney Hamilton discuss why today’s “social economy” compels leaders to develop a more nuanced awareness toward various stakeholders and audiences, both within the company and without.
There are three levels of leadership awareness that are critical for any leader, or aspiring leader: self-awareness (MeQ), one-to-one leadership (EmQ), and one-to-many leadership (SocQ), which includes the broader social context and environment. Taylor Griffin and Courtney Hamilton discuss why today’s “social economy” compels leaders to develop a more nuanced awareness toward various stakeholders and audiences, both within the company and without.
High-potential employees are easy to spot – they’re usually quick on the uptake, light on their feet, and have a high capacity for growth. Leaders are attracted to hiring people who they believe will grow into roles, however, they don’t always invest the proper training to get them there. Taylor Griffin and Courtney Hamilton discuss how leaders can ultimately build out a mosaic of talent across their team that’s going to meet the needs of the business today and the business of tomorrow.
Conversations around developing an effective executive presence tend to focus heavily on “leadership” but not enough on “followership.” Most executives are followers long before they are leaders. For Stephen Miles and Taylor Griffin, good followership requires understanding your own style and making sure it complements both your boss's and your teammates' styles. And that is critical to becoming a good leader.
Conversations around developing an effective executive presence tend to focus heavily on “leadership” but not enough on “followership.” Most executives are followers long before they are leaders. For Stephen Miles and Taylor Griffin, good followership requires understanding your own style and making sure it complements both your boss's and your teammates' styles. And that is critical to becoming a good leader.
Introvert or Extrovert; Thinker or Blinker – one is not better than the other when it comes to elevating your executive presence. Rather, it’s about mastering your personal leadership style to show up as the best version of yourself. Stephen Miles and Taylor Griffin explore the differences between these various styles and discuss how high-performing executives can add range to their style so they can better know themselves and show up appropriately and with confidence.
Introvert or Extrovert; Thinker or Blinker – one is not better than the other when it comes to elevating your executive presence. Rather, it’s about mastering your personal leadership style to show up as the best version of yourself. Stephen Miles and Taylor Griffin explore the differences between these various styles and discuss how high-performing executives can add range to their style so they can better know themselves and show up appropriately and with confidence.
Introvert or Extrovert; Thinker or Blinker – one is not better than the other when it comes to elevating your executive presence. Rather, it’s about mastering your personal leadership style to show up as the best version of yourself. Stephen Miles and Taylor Griffin explore the differences between these various styles and discuss how high-performing executives can add range to their style so they can better know themselves and show up appropriately and with confidence.
Many executives who have been working from home during Covid may need a wardrobe and executive appearance refresh. Yet the challenge for most leaders who receive feedback around their executive presence is that their sartorial style is fine. Stephen Miles and Taylor Griffin discuss how real executive presence extends far beyond dress, to the substance of executives’ contributions and their ability to both elevate and adapt their styles to new challenges, reporting relationships, and colleagues.
Many executives who have been working from home during Covid may need a wardrobe and executive appearance refresh. Yet the challenge for most leaders who receive feedback around their executive presence is that their sartorial style is fine. Stephen Miles and Taylor Griffin discuss how real executive presence extends far beyond dress, to the substance of executives’ contributions and their ability to both elevate and adapt their styles to new challenges, reporting relationships, and colleagues.
Many executives who have been working from home during Covid may need a wardrobe and executive appearance refresh. Yet the challenge for most leaders who receive feedback around their executive presence is that their sartorial style is fine. Stephen Miles and Taylor Griffin discuss how real executive presence extends far beyond dress, to the substance of executives’ contributions and their ability to both elevate and adapt their styles to new challenges, reporting relationships, and colleagues.
No matter where you work or whatever industry you are in, being best at the “people business” can help you succeed. When talent management is as critical to your company’s long-term goals as it is to your short-term bottom line, you need a team you can rely on, and one that can rely on you, too. Stephen Miles and Taylor Griffin explain steps leaders can take to set their people up for success.
The job of high-performing leaders isn’t what it used to be. On top of running the company amidst a complex business environment of overlapping crises, CEOs and other C-Suite leaders bear the weight of increasing responsibility, at times defending their companies’ very license to operate. Stephen Miles and Taylor Griffin explain how a new kind of ‘Leader of the Future’ is emerging as we begin to recover from the pandemic despite setback after setback.
What does it mean to successfully reframe “The Great Resignation” into “The Great Transition?" Top executive coaches Stephen Miles and Courtney Hamilton discuss how companies are successfully onboarding new employees; what it's like to welcome someone remotely; and, what the best and worst practices are in this environment for leaders, employees, and those taking on senior roles in new companies. In this important new podcast, Miles and Hamilton share strategic and practical tips for success as the pandemic waxes and wanes, but does not disappear.
As business leaders continue to reimagine the way we work, offices everywhere are getting revamped to support new organizational priorities. For Stephen Miles and Christina Woodard, office density and intentionality top the list. We need to be purposeful about what we’re doing, says Miles, and why we’re asking teams to convene. Working together, colleagues can peel away from virtual meeting rooms to reforge strong connections and trust in person, and then tackle the hard issues with creativity and high performance. In a sense, the office of the future will be like a private club, where employees are the members.
“This is what happens when you put everybody in solitary confinement for an extended period of time,” says Stephen Miles, Founder and CEO of The Miles Group. “Covid quarantines have led to all kinds of strains on individuals’ energy,” adds Taylor Griffin, COO of The Miles Group. "We have a lot of senior executives coming to us and asking how they deal with this for themselves, as well as for their broader teams and employee base. Employees have high expectations of their leadership teams that they are really going to learn something through Covid, and that the future office is going to look different from before. Many people really enjoyed the flexibility of working from home.” Miles and Griffin discuss the high expectations employees have of their leaders, and offer insights, tips and tools on how the future office can look different, and work better, than it did before Covid. Part of getting your mojo back is building relationships, learning lessons, and reestablishing your comfort zone with getting to work,” they say.
The pandemic lockdown called for CEOs everywhere to transform their businesses to remote operation. Two years in, millions of white-collar workers are returning to the office – an exercise that is playing out in multiple phases and to varying degrees of success. As Stephen Miles and Taylor Griffin explain, since 2020, remote work has gotten very transactional and people are less engaged. With attrition rates at an all-time high, they discuss the importance of meaningful interactions among teams and managers, and how leaders can leverage their virtual toolkit to optimize “Office Next.”
Inflation continues to climb at its fastest pace in decades, but most CEOs and board directors today have never dealt with hyperinflation – that’s when inflation “turns from transitory to intrinsic, affecting every facet of business in the world today.” Stephen Miles and Taylor Griffin discuss how executives can begin to lead – and win – in this new dynamic environment.
Faced with new challenges every day, the world we live in is full of setbacks. Stephen Miles and Taylor Griffin discuss how unfamiliar setbacks can test even the strongest leaders, and why leaders should practice embracing these learning moments.
The go-to podcast for high performers and aspiring leaders is back for a second season. Hear top executive coaches at The Miles Group discuss how successful leaders amp up their game, even as business conditions grow more complex every day.
The coronavirus pandemic is challenging leaders at unprecedented levels. Executives are facing the complexity of severe business impact and employee health concerns while they and many employees work from home. But many leaders haven’t led during a crisis, says Stephen Miles; they react poorly, amplify stress, and ignore critical information and advice. Miles provides tools for leading powerfully during this crisis, including how to make decisions, communicate, and engage employees with empathy.
The incredible challenges companies are facing today are creating shocks to the system that every CEO needs to prepare for, says Stephen Miles. From the stunning impact of the coronavirus to the increasingly rigorous ESG expectations placed on every company to the exceptional level of performance demanded of leaders 24/7/365, the best CEOs are shifting the way they and their teams approach these daunting problems. Miles takes us through 10 keys that are critical for companies to survive today.
During times of sudden change, how leaders respond is critical to driving the best outcome. Leaders who are less effective make decisions too quickly or not at all. The best leaders are like the best athletes: they slow the game down around them and make it easier for other people to participate. Stephen Miles and Taylor Griffin explain how great leaders communicate with and leverage their teams, absorb rather than amplify stress, and create the context for people to be successful.
Nearly all leaders wait far too long to deal with underperformers. “I wish I had handled the problem sooner” is what Taylor Griffin says she hears from every person she coaches. Leaders are evaluated on how well they select and develop talent by whoever is the lowest performer on their team, so managing underperformance is critical. Griffin explains how to recognize signs of habitual low performers, how to give meaningful feedback and how to address issues swiftly to minimize damage to the team.
The General Counsel acts as air traffic control for all legal issues across a company, says Billy Stern – from HR, compliance, and IP to a host of business risks. But while a lawyer is typically a “no” person, the best GCs have a “yes” mentality, working with the CEO to think expansively as a true business partner. Stern explains the complex job of GCs as they serve this and other roles including succession advisor, company “heavy,” contract enforcer, and fierce legal and regulatory advocate.
The most critical decisions around an employee’s future at a company usually happen when they aren’t in the room. But most organizations have an “agent problem,” says Stephen Miles: its leaders aren’t effective agents or advocates for valuable employees, and talent discussions can get dominated by fast talkers or bullies who push forward “their” people who are less qualified. Miles explains steps you can take to represent your best people most effectively and create a stronger team overall.
Working with colleagues and clients who come from many cultures, countries, and backgrounds is a hallmark of global business today. But how effective are you when working with people who are not like you? To succeed in an economy that is increasingly diverse, says Taylor Griffin, individuals must adapt to culture and gender differences as well as to a broad range of personality and communication styles. Griffin walks us through some of the challenges and opportunities in dealing with difference.
As we move from a knowledge-based to a “social economy,” leaders must build what Stephen Miles defines as their “social intelligence quotient” or SocQ. This skill goes beyond having one-to-one empathy to being able to connect with the broader public in a way that communicates a company’s purpose and values yet is in sync with the community’s standards. Miles explains how leaders’ SocQ and ability to connect one-to-many are essential to organizations’ survival under the global magnifying glass.
They’re hard to get along with and difficult to manage, but they bring disproportionate value creation to a company, says Stephen Miles. He dubs them “high-beta” executives, and explains how their breakthrough thinking and willingness to take on a business’s most difficult problems can result in massive opportunities for a company and its future. Miles describes the leadership style required to manage the idiosyncratic “high betas” and how to create a place for them to be wildly successful.
Many high-performing executives promoted or hired into a new senior role are “uniquely unqualified” for the position – they have never done that job before. This carries significant risk for the organization, as even the best people can fail when facing scope or scale beyond their experience. But companies can mitigate risk, Stephen Miles explains, if they give people adequate developmental support and ensure that there is strong enough capacity in place to support new talent coming onto a team.
One of the most effective tools to get the results you want, Taylor Griffin explains, is to think of your job as asking questions. Whether you are CEO or anywhere along the path to running a company, being Socratic in your interactions is the way to learn more, gain clarity, and understand the reasoning behind how decisions are made – good and bad. Taylor discusses the tone, timing, and context to consider when asking questions and how leaders can model a learning culture for their organization.
Leaders can find it tough to get their teams to engage in real debate around a topic. Why? When people’s ideas are challenged, many take it too personally. Workplaces can also fall victim to groupthink by over-collaborating. Stephen Miles explains how leaders can elevate growth by fostering “idea conflict” – pushing hard on the idea, not the person – and creating a space where different voices can challenge one another to advance their thinking.
Private equity firms want the best management teams in place when they purchase companies. If your company is being evaluated by a PE firm, what do you need to be prepared for when it comes to your job? Where can you bring value to the company under its new ownership? Courtney Hamilton and Billy Stern discuss talent assessment in a private equity takeover and how employees can position themselves as the right talent to drive investor goals and growth.
Meetings are the most expensive use of company resources, yet they are still too long, poorly organized, and a waste of everyone’s time. But they don’t have to be. Stephen Miles describes what’s necessary to make meetings productive, efficient, and on-topic.
Working for a tough boss doesn’t mean that you are powerless in your job, says Taylor Griffin. There are strategies for adapting to a range of challenging leadership styles – from finding information elsewhere in the organization when a boss is uncommunicative to diffusing heated conversations with a boss prone to anger. Griffin explains ways to be effective in your role even in difficult situations and how working for a demanding boss can be one of the most valuable experiences of your career.
When new owners take over your organization, how do you protect your job? As five consecutive years of acquisition top $3 trillion and robust private equity markets continue to chase company investments, the reality of M&A today makes changes in management inevitable. Courtney Hamilton explains the best ways to prepare yourself for company takeovers and how to arm yourself with vital information about the company and its new leadership.
For some companies, success can be dangerous: a “stasis mindset” can take root, with a complacent “we know best” attitude capable of bringing down even the highest-performing companies. Stephen Miles explains that the best leaders actively fight off this mentality by embracing a “growth mindset” – they seek out new challenges and learn new ways of thinking by looking beyond what they already know. He discusses how both individuals and organizations cultivate this critical leadership mindset.
Boom or bust, the smartest CEOs put plans in place well before the next downturn arrives, says Stephen Miles. Without scenario planning and taking steps toward “recession inoculation” during periods of growth, leaders can be caught by surprise when the economy turns, forcing them to make decisions with less time and thought. Miles discusses how CEOs are planning with their top teams and speaking with their boards and investors about how to weather the next recession.
What are the secrets of the top performers in business? Learn from the team at TMG, who coach the world’s most successful executives and see every day how these leaders stand out from everybody else.