Brad Englert, former Accenture partner, IT strategist, CIO, and author, shares how building genuine relationships has been the cornerstone of his career success. From his early days in technology consulting to leading large-scale initiatives, Brad reveals the mindset and habits that helped him grow, earn trust, and thrive in a competitive corporate environment.

In this episode, we discuss why relationships are the ultimate career multiplier, opening doors to opportunities, mentorships, and partnerships that skill alone can’t guarantee. Brad’s story offers actionable insights for professionals who want to grow their influence, navigate organizational politics, and create long-term career success.

What you’ll learn in this episode:

• How Brad’s career path took him from hands-on technology work to Accenture partner

• The role relationships play in promotions, opportunities, and leadership roles

• Practical strategies for building trust across teams and organizations

• Lessons learned from consulting at the highest level

• How to create a career that’s resilient to change

About Brad Englert:

Brad Englert is a former partner at Accenture, where he spent decades advising clients on technology and strategy. He is the author of Spheres of Influence.

📚 Get Brad’s book, Spheres of Influence, here: https://shorturl.at/GWYuE

🎧 Visit Brad’s podcast here: https://bradenglert.com/podcast

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Robert E. Siegel, Stanford Graduate School of Business professor, venture capitalist, and former executive, shares the leadership lessons he learned working with Intel’s legendary CEO, Andy Grove, and other amazing leaders, and how to thrive in today’s era of conflicting pressures.

In this in-depth conversation, we explore the concept of the systems leader, someone who can innovate while delivering results, balance global and local priorities, and combine decisiveness with humility. Drawing from his work with leading CEOs, his investing career, and his experiences in fast-moving industries, Robert explains how leaders can adapt and stay relevant, even as AI, economic shifts, and political uncertainty reshape the business world.

What you’ll learn in this episode:

• How Andy Grove influenced Robert’s approach to leadership and decision-making

• Why the most effective leaders thrive in environments of “cross-pressures”

• Practical steps for staying relevant as technology and AI transform industries

• The importance of balancing execution with long-term vision

• Stories from Robert’s career as an operator, investor, and Stanford professor

About Robert Siegel:

Robert is a Lecturer in Management at Stanford GSB, a venture capitalist, and a board member for multiple technology companies. His work blends academic research with real-world experience, guiding executives at the highest level.

Get Robert’s new book here: https://shorturl.at/Zhv9N

The Systems Leader: Mastering the Cross-Pressures That Make or Break Today’s Companies

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Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach

McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf

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L. David Marquet, former nuclear submarine commander and author of Leadership Is Language, shares a precise, operational approach to leadership, one that replaces command-and-control with a language designed for clarity, ownership, and adaptability. Drawing on his experience turning the USS Santa Fe from one of the worst-performing submarines in the fleet to one of the best, David shows how seemingly small shifts in language can radically improve decision-making, learning speed, and execution.

David rejects the traditional leader–follower model in favor of a leader–leader framework, where decision rights are pushed “to the people closest to the information.” He explains how questions, statements, and the timing of communication directly shape whether teams think critically or default to compliance.

“What we say and when we say it changes what people do. Language is a leadership technology.”

• Replace Permission with Intent
  Moving from “Can I…?” to “I intend to…” changes accountability and ownership:
  “When people tell me what they intend to do, they’re already owning the decision.”
  
  

• Protect Redwork and Bluework
  David distinguishes between redwork (doing) and bluework (thinking/planning) and stresses keeping them separate:
  “Mixing them degrades both. You want focused doing and focused thinking.”
  
  

• Sequence for Thinking, Not Speed
  Meetings often reward quick answers over thoughtful ones. Asking the most junior person to speak first helps reduce conformity bias.
  
  

• Use Language to Invite Dissent
  Adding uncertainty—“I’m not sure, but…”—creates psychological safety and surfaces crucial information that might otherwise stay hidden.
  
  

• Leaders Design Systems, Not Just Give Answers
  The leader’s job is to build communication structures that distribute thinking and enable faster adaptation in changing conditions.
  
  

This episode is a practical blueprint for leaders who want to operationalize empowerment without losing control. By deliberately changing how they speak and listen, executives can create teams that are more resilient, accountable, and high-performing.

Get David’s new book here: https://shorturl.at/sv6QO

Distancing: How Great Leaders Reframe to Make Better Decisions

Here are some free gifts for you:

Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach

McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf

Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo