Episodes

  • The Generous Leader: Why Modern Leadership Is About Giving, Not Taking

    The Generous Leader: Why Modern Leadership Is About Giving, Not Taking
    Apr 2 2026
    Podcast Summary In this episode of On the Brink with Andi Simon, Dr. Andi Simon speaks with Joe Davis, former senior partner at Boston Consulting Group and author of The Generous Leader. Their conversation explores how leadership has evolved in a fast-changing world—and why the most effective leaders today succeed by developing others, listening deeply, and embracing humility. The discussion offers practical insights on leadership, team development, and navigating uncertainty with confidence and compassion. Why Leadership Must Change in a World of Constant Disruption We are living through an era of continuous transformation—technological disruption, shifting workforce expectations, and evolving organizational cultures. As Dr. Andi Simon notes, the past is no longer a reliable guide for the future. Leaders must adapt, not by controlling change, but by learning how to move with it. Joe Davis's career journey reflects this reality. From Procter & Gamble to Harvard Business School and ultimately to leadership roles at BCG, his path was anything but linear. Instead of following a predictable trajectory, Davis embraced unexpected opportunities—often the ones others might avoid. Key takeaway: Great leaders don't follow a fixed path—they develop the agility to step into the unknown. What Is a Generous Leader? At the heart of the conversation is Davis's core idea: leadership is not about personal success—it's about enabling others to succeed. A "generous leader" gives of themselves freely to help others grow, without expecting immediate personal gain. This mindset transforms leadership from a position of authority into a platform for impact. Core Traits of Generous Leadership Generous Listening – Truly hearing others, not interrupting or assuming Generous Communication – Connecting with clarity and empathy Generous Inclusion – Bringing diverse voices into the conversation Generous Development – Actively coaching and growing others Generous Recognition – Celebrating contributions, big and small Small Acts, Big Impact – Simple gestures that build trust Authenticity & Vulnerability – Leading as a human, not a persona The Leadership Mistake Most People Make One of the most powerful moments in the podcast is when Davis reflects on a common leadership error: thinking you already know what others are going to say. He shares a story of interrupting a colleague mid-thought—only to be told bluntly to "let me finish." The lesson was clear: Listening is not waiting to speak—it's learning something you don't already know. This insight is critical in today's workplace, where collaboration and innovation depend on diverse perspectives. Leadership at Scale: Can You Lead 7,000 People? Davis once led over 7,000 people. His approach offers a valuable lesson for executives and emerging leaders alike: You don't scale leadership through control—you scale it through culture and systems. How to Lead at Scale Reinforce clear values consistently Build structured feedback and development processes Promote people who model the culture Communicate constantly—and check if your message is truly understood Create environments where people feel seen and heard When leaders align behaviors, values, and systems, leadership becomes self-reinforcing across the organization. Why Empathy Is a Strategic Advantage During the COVID-19 pandemic, Davis realized how disconnected leaders can be from employees' lived realities. While he had space and comfort at home, younger employees were working from cramped apartments, sharing limited resources. This realization changed how he led. Leadership insight: You cannot lead effectively if you don't understand the context in which your people are living and working. Empathy is no longer optional—it is a strategic necessity. The Future of Leadership: From Authority to Enablement One of the most important shifts discussed in the episode is this: The leader's job is not to have the best answer—but to get the best answer out of the room. This reflects a broader transformation: From command-and-control → to collaborate-and-enableFrom individual expertise → to collective intelligenceFrom certainty → to adaptability In a world shaped by rapid change and uncertainty, leaders must become facilitators of growth—not just decision-makers. Final Takeaway: Ask and Listen If there is one lesson to remember, it is simple but profound: Ask. And then listen. Great leadership begins with curiosity and humility. By understanding others' perspectives, leaders unlock innovation, trust, and performance. Why This Matters Now As organizations face talent shortages, generational shifts, and accelerating change, leadership is being redefined. The most successful leaders will not be those who know the most—but those who develop the most in others. Joe Davis's philosophy of generous leadership offers a powerful roadmap for navigating this new reality. From Observation to ...
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    40 mins
  • How AI Is Transforming Meetings Into Strategic Assets with Ramsey Pryor

    How AI Is Transforming Meetings Into Strategic Assets with Ramsey Pryor
    Mar 24 2026
    Summary Meetings dominate our workdays—but what if they could become a source of intelligence rather than inefficiency? In this episode of On the Brink with Andi Simon, I speak with Ramsey Pryor, CEO and founder of Rumi, an AI‑powered meeting intelligence platform that is redefining how organizations capture knowledge, collaborate, and make decisions. Together, we explore how artificial intelligence is reshaping the future of work by transforming everyday conversations into actionable insights. The Problem with Meetings Today Let's start with a simple truth: most meetings underperform. Professionals spend 30% or more of their time in meetings, and much of that time is wasted repeating information, catching people up, or trying to recall what was previously discussed. As Ramsey noted, research suggests that two‑thirds of meeting time is spent rehashing prior conversations—a staggering drain on productivity and morale. Across industries—from banking to healthcare—I've seen meetings with no agenda, no clear outcomes, and no shared understanding of next steps. Attendance becomes the work, rather than progress. So the real question becomes: What if meetings could finally work for us instead of against us? The Hidden Value Inside Your Meetings—and How AI Unlocks It Ramsey Pryor founded Rumi during the pandemic, when virtual meetings exploded and attention became fragmented. His idea was deceptively simple: Capture everything that happens in meetings and turn it into usable knowledge. Using AI, Rumi: Automatically transcribes conversationsSummarizes key insightsIdentifies and tracks action itemsCreates a searchable "meeting memory" Instead of relying on human recollection—or scattered notes—teams gain access to a living, searchable database of institutional knowledge. This is where the transformation begins. From Note‑Taking to Knowledge Creation Traditional note‑taking is reactive. You jot things down and hope they make sense later. AI flips that model. With meeting intelligence, employees can: Ask: "Why did we make this decision?"Find: "Who has expertise in this area?"Track: "What actions were assigned—and to whom?" As Ramsey explained, this reduces interruptions, eliminates redundant conversations, and accelerates decision‑making. Instead of digging through emails or pinging colleagues, employees can query their organization's collective memory directly. The result is simple but powerful: Less redundancy. Faster decisions. Better alignment. Changing Habits—and Culture This shift is not just technological—it's behavioral. We are moving from: Listening and forgetting → capturing and retrievingIndividual memory → shared intelligenceMeetings as events → meetings as data assets Just as many of us instinctively turn to tools like ChatGPT for answers, organizations are beginning to turn inward—to their own data—for insights. This represents a profound cultural transformation. The Global Dimension: Culture Still Matters As an anthropologist, I find the global implications especially compelling. Meetings are deeply cultural: In some regions, hierarchy shapes who speaksIn others, open debate is expectedCommunication norms vary widely AI can help bridge gaps—especially in language, documentation, and clarity—but it cannot replace the need to understand how people interpret and act on information. Technology enables. Culture determines adoption. Measuring the Impact The value of AI‑powered meeting intelligence is not theoretical—it's measurable. Ramsey shared an example of a 300‑person sales team that saved 33,000 hours annually by reducing repetitive tasks and improving access to information. That's the equivalent of adding 15 full‑time employees—without hiring anyone. This is where AI shifts from "interesting" to indispensable. A New Way to Think About Meetings Here are three key insights to carry forward: Meetings are a hidden source of value They contain knowledge your organization is already paying for—but not fully using. AI turns conversations into assets What was once ephemeral becomes searchable, actionable, and scalable. Behavior change is the real transformation The technology matters, but the real shift is in how people think, ask questions, and access information. Final Thought We are at the beginning of a major shift. Just as the internet democratized access to global knowledge, AI‑powered meeting intelligence is democratizing access to organizational knowledge. The question is no longer: "What did we say in that meeting?" It is: "What can we do with everything we know?" From Observation to Innovation, Andi Simon, PhD CEO | Corporate Anthropologist | Author Simonassociates.net Info@simonassociates.net @simonandi LinkedIn
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    34 mins
  • Why Retire? Mary Lou Mackin's Honest Journey from Burnout to Reinvention

    Why Retire? Mary Lou Mackin's Honest Journey from Burnout to Reinvention
    Mar 16 2026
    Millions of professionals are entering retirement each year, yet few are prepared for the emotional transition that comes after leaving a career. In this episode of On the Brink with Andi Simon, Dr. Andi Simon speaks with publishing executive Mary Lou Mackin about the unexpected challenges of retirement and how to redesign the next chapter of life with purpose, structure, and community. Listen to the full episode of the On the Brink with Andi Simon podcast to hear Mary Lou Mackin's full story about redefining life after retirement. Summary In this episode, Mary Lou Mackin shares her personal journey through early retirement and the emotional challenges that followed. After a successful career in publishing, she discovered that stepping away from work left her struggling with identity, structure, and purpose. Through honest reflection and experimentation, she began rebuilding a new life that included community, creativity, and meaningful work. Her story highlights the importance of preparing emotionally—not just financially—for retirement. Key Takeaways Retirement is not simply a financial decision—it is a personal transformation.Many professionals underestimate how much their identity is tied to work.Losing daily structure can create an unexpected emotional void.Purpose in retirement often emerges through experimentation and new connections.Building community intentionally is essential for well-being after leaving work. When Retirement Doesn't Feel Like Freedom For decades, retirement was presented as a reward. Work hard. Save well. Step away. Enjoy the freedom you earned. But for many professionals today, retirement doesn't unfold the way they imagined. In this episode of On the Brink with Andi Simon, I speak with Mary Lou "M.L." Mackin, a longtime publishing executive who believed she had carefully planned her retirement—until she discovered that leaving work was far more complex than she expected. Her story is deeply honest, revealing the emotional and personal realities many professionals face when stepping away from their careers. When Burnout Leads to Retirement After years in a demanding and rewarding publishing career, M.L. reached a breaking point. Burned out and exhausted, she made the decision to retire early at age 62. She did everything right—or so she thought. She discussed the decision with her husband and financial planner. She negotiated a thoughtful transition with her employer, spending six months training her successor. She entered retirement with travel plans, social gatherings, and a long list of activities she had dreamed about during her working years. For a while, it felt wonderful. Then something changed. "The curtain came up," M.L. shared, "and suddenly I was completely lost." What followed was something rarely discussed in retirement planning: an emotional struggle with identity, structure, and purpose. The Hidden Challenges of Retirement As we explored her experience, four powerful themes emerged—patterns I have seen repeatedly while researching my book Rethink Retirement. Identity: Who Am I Without My Career? Many professionals underestimate how deeply their work shapes their identity. M.L. initially believed she wasn't strongly tied to her career. But once she stepped away, she realized how much of her life had revolved around intellectual engagement, collaboration, travel, and professional achievement. Without those anchors, she felt untethered. "I lived and breathed my work," she explained. "Who I was without that—I was lost." Structure: Too Much Freedom Can Be Difficult Retirement promises freedom, but unlimited time can be unsettling. Many people thrive on routines, deadlines, and commitments. When those disappear overnight, a surprising void can emerge. M.L. described mornings when she had already gone to the gym, had coffee, and suddenly realized there was nothing else planned for the day. "I had everything planned for retirement," she said. "Except the life I would actually live in it." Purpose: Why Do I Matter Now? One of the most profound questions people face in retirement is simple but powerful: Why do I matter now? Work often provides meaning and a sense of contribution. When it disappears, individuals must redefine how they add value to the world. For M.L., reconnecting with her publishing network led to freelance work and new creative collaborations. What began as small projects gradually helped restore a sense of purpose. She now finds fulfillment mentoring others and exploring ways to help people share their stories in the "third act" of life. Community: Rebuilding Connections Another unexpected challenge of retirement is the loss of daily social interaction. Many professionals discover that their primary community existed at work. To rebuild connection, M.L. made intentional efforts—something she admits was difficult at first. She began conversations at her gym, joined a writing group at her local library, and participated in online...
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    30 mins
  • Rewiring the Brain for Success in the Age of AI with Philip Campbell

    Rewiring the Brain for Success in the Age of AI with Philip Campbell
    Mar 11 2026
    Cognitive neuroscientist Phillip Campbell explains how leaders can improve focus, adaptability, and strategic thinking by strengthening their brain skills. In this episode of On the Brink with Andi Simon, he explores "fluid thinking," the neuroscience behind change, and why developing cognitive adaptability is essential in the age of AI. Summary In this episode of On the Brink with Andi Simon, cognitive neuroscientist and executive brain coach Phillip Campbell shares powerful insights on how our brains shape our ability to lead, adapt, and innovate. Drawing on decades of research and coaching experience with Fortune 500 executives, Campbell explains why most change initiatives fail, how subconscious brain habits influence our thinking, and why "fluid thinking" is essential in the age of AI. As technological disruption accelerates, leaders who strengthen their brain skills—focus, adaptability, strategic thinking, and creativity—will be better prepared to thrive in uncertainty. This conversation explores how we can literally rewire our brains to improve performance, resilience, and success in a rapidly changing world. Rewiring the Brain for Success in the Age of AI: Insights from Cognitive Neuroscientist Phillip Campbell How do leaders adapt when change is happening faster than ever before? In this episode of On the Brink with Andi Simon, I spoke with Phillip Campbell, a cognitive neuroscientist, executive brain coach, and CEO of enigmaFit . His work focuses on something many leaders overlook: the way our brains are wired to resist change, even when we know intellectually that change is necessary. Campbell has spent more than 25 years coaching Fortune 500 executives and entrepreneurs around the world. His mission is to help leaders improve their brain skills, adaptability, and cognitive performance—capabilities that are increasingly critical in an era defined by artificial intelligence and constant disruption. Why Technology Initiatives Often Fail Campbell's journey began with a fascinating insight. Early in his career, he discovered research showing that 70% of technology implementations fail—not because of the technology itself, but because of human resistance to change. Organizations often invest heavily in systems and tools but overlook the most important element: the human brain. Campbell realized that successful transformation requires more than training people on new tools. Leaders must understand how individuals think, process information, and respond to uncertainty. When organizations align technology with how people actually work and think, adoption improves dramatically. This insight led him to develop his executive coaching firm, enigmaFit, and the TRACER methodology, which focuses on rewiring the brain to improve leadership performance. The Power of "Fluid Thinking" At the center of Campbell's work is the concept of fluid thinking. Fluid thinking is the brain's ability to adapt, solve new problems, and respond creatively to unfamiliar situations. It differs from what psychologists call crystallized knowledge—the facts and information we already know. For example: Crystallized knowledge: remembering the capital of France. Fluid thinking: solving a problem you've never encountered before. In today's fast-changing world, fluid thinking is becoming far more important. As Campbell explains, AI is transforming work by taking over routine cognitive tasks. That means humans must rely increasingly on adaptability, creativity, and strategic thinking. For listeners who want to go deeper into Phillip Campbell's work, he has generously provided special offers tied to our conversation. His book, Brain Habits, is available to listeners at a 20% discount through April 30, reducing the price from $29.95 to $23.95. The book introduces practical ways to strengthen how we think, learn, and solve problems by developing better cognitive habits. In addition, Phillip is offering a 50% discount on the Fluid Thinking Profile, an online assessment designed to help individuals understand how they process information, adapt to change, and make decisions in complex environments. The profile normally costs $500 but is available to listeners for $250 through April 30. These resources offer a meaningful way to apply the ideas from our conversation and build stronger thinking skills for work and life. The Ten Subconscious Brain Habits Campbell identifies ten subconscious thinking habits—also called brain skills—that determine how effectively we think and perform. These brain habits influence abilities such as: Focus and attention control Strategic thinking Analytical thinking Creativity and innovation Adaptability and flexibility Leadership and decision-making One of the most surprising findings from Campbell's work is that 90% of executives have only low to moderate focus thinking. In other words, many leaders struggle with distraction and attention management. Modern ...
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    45 mins
  • Reimagining the Modern Workplace

    Reimagining the Modern Workplace
    Feb 26 2026
    Summary: What if work didn't have to feel exhausting, overwhelming, or misaligned with who you are? In this powerful episode of On the Brink with Andi Simon, I sit down with executive coach and HR consultant Lindsay Barnett, author of Working Hell to Working Well, to explore how individuals and organizations can transform the workplace experience. In a world where burnout feels commonplace and "busy" has become a badge of honor, what if we paused long enough to ask: Does work have to feel this hard? Designing the Workplace of Tomorrow, Today In a recent episode of On the Brink with Andi Simon, I had the pleasure of speaking with Lindsay Barnett—executive coach, HR consultant, and author of Working Hell to Working Well. Lindsay's journey from anthropology student to organizational change leader offers a fresh and deeply human lens on how we can transform our workplaces—and ourselves. As someone who often describes myself as a corporate anthropologist, I was delighted to discover Lindsay once used that same phrase. Her academic roots in anthropology and organizational behavior shaped her understanding that companies are, in many ways, small-scale societies. They have rituals, hierarchies, insiders and outsiders, power dynamics, and shared myths. When conflict arises at work, it is rarely just about tasks—it's about people navigating culture. Lindsey Barnett was Finding Her Through Line Lindsay's path was anything but linear. She began studying archaeology, fascinated by the lives of people long gone. But as research leaders increasingly asked her to help with team dynamics, she realized her gifts were better used with the living. She moved into advertising, then human resources, always following a deeper curiosity about human behavior. Later, when her family relocated to Australia, she experienced a powerful shift. As a working mother who suddenly was not working, she confronted a loss of identity. That moment became pivotal. Through reflection, Lindsay identified what she calls her "Three I's"—the core needs she must meet to feel fulfilled in her work: Intellectual challengeImpactInteraction Once she named them, she saw that these needs could be met in multiple ways. Writing children's books, forming a writers' group, and returning to organizational development were not disconnected moves. They were creative responses to those core needs. There is a powerful lesson here: when you understand what truly energizes you, your options expand dramatically. The Workplace Stalemate In Working Hell to Working Well, Lindsay addresses a tension many of us recognize. Leaders often say, "You are responsible for your own wellbeing." Employees respond, "How can I manage my wellbeing when expectations and workloads are out of control?" The result? A stalemate. Lindsay's approach is pragmatic. Don't wait for the other side to change. Start with what you can control. Model healthier behaviors. Create safety through example. When leaders visibly leave work to attend a child's event—or even "leave loudly," as one leader she interviewed described—something shifts. Turning off the lights, closing the laptop, and saying goodbye intentionally signals permission. Culture changes through what is normalized. The Three P's: A Practical Framework for Working Well For those who want tools, Lindsay offers a memorable framework: Planning, Pacing, and Playing. Planning doesn't require a 30-page strategy document. It can be as simple as choosing one intentional action—like buying a larger water bottle to improve hydration. Small commitments, consistently executed, compound into meaningful change. Pacing involves awareness. Are you rushing blindly toward tasks? Are you collaborating across silos or duplicating effort? Slowing down just enough to ask better questions can unlock faster progress. Playing introduces experimentation and curiosity. Whether you call it "play" or a "pilot project," approaching change with a spirit of experimentation reduces fear of failure. Play fuels innovation. These aren't abstract concepts. They are immediately actionable. Charging Your Energy Battery Beyond productivity, Lindsay speaks about energy. Traditional advice focuses on sleep, diet, and exercise. While important, she expands the conversation into three types of energy that recharge us: Creative Energy: Designing, building, imagining. Creativity restores vitality.Connection Energy: Relationships, purpose, time in nature, or alignment with mission.Completion Energy: Finishing something—even something small. Making the bed or folding laundry can provide a tangible sense of accomplishment that renews motivation. During the pandemic, some executives criticized employees for doing laundry at home. Lindsey reframes this. Completion energy matters. Small wins sustain momentum. As anthropologists of work, we must ask: what assumptions are we carrying about productivity that no longer serve us? The Power of the Pause When asked to ...
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    39 mins
  • Why Curiosity Is the Superpower of the Future

    Why Curiosity Is the Superpower of the Future
    Feb 15 2026
    Summary: this episode of On the Brink, Andi Simon speaks with Alastair Frost about what it truly means to be future ready in a fast-changing world. Together, they explore how curiosity—asking "why" and "what if" like a child—opens the door to new possibilities, and how reclaiming our natural creativity helps individuals and organizations move beyond comfort and complacency. Rather than trying to predict the future, Frost encourages leaders to focus on what is inevitable and to build the mindset and habits that keep them adaptable, relevant, and ready for whatever comes next. On On the Brink with Andi Simon, we often explore one central question: how do you keep from getting stuck or stalled in a world that refuses to stand still? In this episode, I had the pleasure of speaking with Allister Frost, a former Microsoft executive turned global keynote speaker and author of Ready Already. Alastair brings a refreshing and deeply practical perspective on what it means to be "future ready" in a time when change feels constant, overwhelming, and unpredictable. As an anthropologist, I often remind audiences that humans have always been innovators. When our ancestors harnessed fire, they transformed not only how they ate but how their brains evolved. We are, by nature, adaptive and creative. Yet today, many leaders and organizations behave as if stability is the goal and change is the threat. Allister challenges that thinking. Change Is Not the Enemy—Complacency Is One of the most powerful ideas in our conversation is this: we are not resistant to change because we dislike it. In fact, as a species, we thrive on it. The problem is not change itself—it's comfort. Allister contrasts two corporate mindsets from his career. In one company, the mantra was, "If it ain't broke, don't fix it." At Microsoft, the philosophy was closer to: "If it works today, it's already becoming obsolete." That shift—from preservation to proactive reinvention—is at the heart of a future-ready mindset. But here's the nuance: Alastair doesn't ask leaders to predict the future. Instead, he invites them to prepare for what is inevitable. The Power of "Inevitable" Rather than speculating about what the world might look like in 20 years, Alastair suggests focusing on what is almost certain to happen in the near term. Budgets will shift. Technologies will evolve. Customers will change their expectations. Systems that feel new today will eventually become outdated. Leadership will turn over. Markets will fluctuate. If these shifts are inevitable, then the question becomes: are you ready already? This approach feels practical and empowering. It pulls futurism out of the abstract and places it squarely in your hands. The Frost Framework: A Practical Process for Growth Allister has developed what many call the "Frost Framework," a simple but powerful growth cycle that individuals and organizations can use to stay adaptable. At its core, the process begins with identifying what is inevitable and choosing one area to explore. But the real magic happens in what he calls three human "superpowers"—abilities that artificial intelligence cannot replicate at the same depth: Open: Approach your work with childlike curiosity. Ask "Why?" as if you are five years old. Why do we hold this meeting? Why do we serve customers this way? Why does this process exist at all? Curiosity cracks open possibility. Surprise: Give yourself permission to imagine bold, even ridiculous ideas. Most innovations begin as ideas that seem impractical. Let your thinking go big before reality trims it down. Tell: Courageously share your ideas in a way that invites collaboration. Replace "No, that won't work" with "Yes, and…" That simple shift can transform defensive conversations into generative ones. What I particularly appreciate is that this process is personal. It's not about waiting for the CEO to hand down the strategy. It's about each individual reconnecting with their own purpose and creativity. Humility: The Leader's First Step For senior leaders, Allister emphasizes humility. The higher you rise, the easier it is to believe you must have all the answers. In reality, the opposite is true. The future is too complex for any one person to control. A future-ready leader shifts from being a "know-it-all" to being a "learn-it-all." That humility not only relieves pressure—it unlocks collective intelligence across the organization. As I often say, humans are copycats. If leaders model curiosity, openness, and experimentation, others will follow. Reclaiming Your Creative Mind One of the most striking moments in our conversation was when Alastair described how people physically shrink when he mentions creativity. "I'm not creative," they say. But if you can daydream, you are creative. Creativity isn't confined to a whiteboard in a dark conference room. It happens on morning walks, in the quiet moments between sleep and waking, in conversations where someone ...
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    37 mins
  • Building Emotional Intelligence in an Age of AI

    Building Emotional Intelligence in an Age of AI
    Jan 30 2026
    What Sets Humans Apart? Key lessons from my conversation with Dr. Robin Hills .As artificial intelligence accelerates and reshapes how we work, learn, and communicate, one question keeps resurfacing: What remains uniquely human? That was at the heart of my recent On the Brink conversation with Dr. Robin Hills, a business psychologist and one of the world's leading voices on emotional intelligence. Our discussion offered both reassurance and challenge—especially for leaders navigating rapid change, generational shifts, and technology-driven uncertainty. Here are the key lessons that stood out. 1. Emotional intelligence is not "soft"—it is foundational Emotional intelligence (EI) is often mislabeled as a soft skill. In reality, it is a core operating system for effective leadership, collaboration, and decision-making. As Robin explained, EI is about being smart with your feelings—integrating emotion and cognition to respond thoughtfully rather than react impulsively. This matters because emotions are not optional. They are physiological and psychological responses to our environment. The choice is not whether emotions will influence us, but whether we will learn to work with them skillfully. 2. Self-regulation is becoming a critical leadership skill One of the most striking themes was self-regulation—our ability to pause, choose, and respond intentionally. In a world of constant notifications, endless information, and emotional triggers, self-regulation is increasingly difficult and increasingly essential. Robin highlighted how our attachment to devices can undermine emotional awareness, presence, and learning. When leaders (and teams) cannot disengage long enough to listen, reflect, or engage meaningfully, they lose both insight and connection. Mastering technology rather than being mastered by it is now part of emotional intelligence. 3. Emotional intelligence must be learned—and relearned We often assume people "pick up" emotional skills naturally. Yet many do not. Education systems may introduce emotional awareness early, but rarely sustain it through adolescence, higher education, or professional life. The pandemic amplified this gap. Younger generations lost critical years of social learning, while adults themselves were stretched emotionally. Rather than blaming or labeling behaviors, the opportunity now is to rebuild emotional skills deliberately—in schools, workplaces, and leadership development programs. 4. AI will not replace what makes us human Despite growing fears about artificial intelligence, Robin was clear: AI does not have emotions, empathy, purpose, or meaning. It cannot truly collaborate, lead, or innovate in the human sense. What AI can do is free us from routine tasks—making our emotional and relational capabilities even more valuable. Creativity, empathy, ethical judgment, perspective-taking, and meaning-making are not threatened by AI; they are highlighted by it. The more technology advances, the more human skills matter. 5. Emotional intelligence gives us choice Perhaps the most powerful insight was this: emotional intelligence gives us choice. Choice in how we respond under pressure. Choice in how we communicate across differences. Choice in how we turn uncertainty into opportunity rather than fear. We will not get it right every time. As Robin noted, if you respond well eight times out of ten, you are doing well. The work is learning from the other two—without self-criticism, and with curiosity. A final reflection As an anthropologist, I see emotional intelligence as part of how humans adapt. Our brains may resist change, but our capacity to learn, empathize, and create meaning has allowed us to thrive across millennia. In a world reshaped by AI, emotional intelligence is not a "nice to have." It is how we remain human, relevant, and resilient—at work and in life. If this conversation sparked new ways of seeing, feeling, or thinking, that is exactly the point. Watch our podcast interview here. Reach out and contact us if you want to see how a little anthropology can help your business grow. Let's Talk! From Observation to Innovation, Andi SImon, PhD CEO | Corporate Anthropologist | Author Simonassociates.net Info@simonassociates.net @simonandi LinkedIn
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    44 mins
  • Todd Nilson: Building Community That Actually Works (Online, Offline, and In Between)

    Todd Nilson: Building Community That Actually Works (Online, Offline, and In Between)
    Jan 17 2026
    Humans need connection—not as a luxury, but as a foundation for thriving. Yet, in our hyper-connected world, loneliness persists. On this episode of On the Brink, I sat down with Todd Nilson, a community strategist with 25 years of experience in digital transformation and marketing for brands like Activision, Facebook, and SAP, to unpack what real community means and how to build it with intention. Who is Todd Nilson? Todd's journey began in journalism, driven by an authentic curiosity about people and their stories. That passion evolved into a commitment to "building a bigger family"—creating spaces where trust and belonging are central. He's clear: community isn't a "soft" strategy; it's essential for individual and organizational wellbeing. We explored the difference between networks and communities. Social platforms may connect thousands, but true communities are intimate, purposeful, and safe. As Todd put it, a network is like a busy freeway—you can make friends, but it's not where you belong. Real communities are built in "cozy warrens": discussion forums, private groups, and member spaces that foster trust and meaningful exchange. The technology for online communities is abundant, but Todd warns: tools alone don't build belonging. Trust is foundational. He outlined three layers of safety—trustworthy platforms, credible conveners, and benevolent members—enabling honest sharing and engagement. He shared the example of Truth Initiative, whose online community helps people quit smoking and vaping. There, anonymity and trust turn participation into a true "return on life." Watch Todd Nilson on Youtube Understanding Community in a Time of AI Organizations and associations often struggle to sustain engagement beyond annual events. Todd believes communities should keep people connected to their mission year-round, deepen commitment, and serve as pipelines for volunteers or future staff. However, he cautions against focusing solely on technology while neglecting the ongoing stewardship that makes communities thrive. People—not platforms—build lasting connections. Community success is a program, not a project. You can't just launch a platform and expect results. Todd stresses the importance of having a dedicated human facilitator—more concierge than manager—who welcomes, connects, and guides members. While AI can help with moderation, it can't replace human warmth or judgment. We also discussed the importance of strategic clarity: before asking for proof of ROI, organizations must define their community's purpose. What are the desired outcomes—reduced costs, improved retention, innovation? Community design must align with both organizational goals and member needs, even when those priorities differ. Hybrid models work best. Online and offline communities reinforce each other, extending the sense of belonging and engagement. Tools like the Sense of Community Index 2 can help organizations measure how well their community fosters connection and contribution. Culturally, we're faced with an "always open buffet" of groups, but meaningful community requires intentional participation, not just passive consumption. We must choose where to invest our attention, seeking out spaces that truly feed us personally and professionally. Big Ideas for Fast-Changing Times Todd left us with two takeaways: First, plan for purpose—define who your community is for, why it exists, and the unique value it offers. Second, embrace emergent design—start small, let the community evolve, and focus on trust and gradual growth rather than a massive launch. Ultimately, community is a driver of wellbeing—crucial not only at work but also in life's transitions, such as retirement. Whether you're building community for your organization or your next chapter, remember: networks aren't belonging, and community doesn't happen by accident. Purpose, trust, and stewardship make it real. Thanks for tuning in, and thank you to Todd Nelson for sharing such valuable insights. Want to keep the conversation going? Learn more about Todd Nelson's work in community strategy, and let us know what community means to you. From Observation to Innovation, Andi Simon, PhD CEO | Corporate Anthropologist | Award-winning Author Simonassociates.net andisimon.com Info@simonassociates.net LinkedIn
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    45 mins