In this episode, I sit down with Ryan Pawless, Vice President of Sales for a leading medical device company, to explore his people-first leadership philosophy and approach to developing talent at every stage of a career. Ryan draws on more than a decade of management experience—including leading global teams—to share his insights on balancing empathy and accountability, cultivating authentic relationships, and driving performance through intentional development.

We dive into Ryan Pawless’s practical strategies for identifying and nurturing the hidden potential in individuals, managing large teams across multiple time zones, and designing effective development plans regardless of tenure or ambition. Listen in to hear real examples of career growth, promotional success, and the role of managers in actively supporting employees' ongoing learning—whether moving up the ladder or simply being the best in-role.

• People-first leadership means prioritizing investment in team members, understanding what motivates them, and creating environments for success.
• Development is not just about career advancement, but also building new skills, behaviors within current roles.
• Authentic relationships—knowing employees beyond their work—are essential to effective coaching, retention, and performance.
• Intentional, regular development discussions (not just annual reviews) promote continuous growth and support business results.
• Balancing empathy with accountability is crucial: leaders must recognize when supportive conversations turn into unhealthy patterns and address them constructively.
• Leaders actively contribute to building each employee’s brand and influence, helping them embrace risk, learn new skills, and refine behaviors for career longevity and fulfillment.

Whether you manage six or nineteen direct reports, this episode offers actionable advice and reflection points for leaders at every level seeking to inspire, grow, and empower their teams.

In this episode, I sit down with Dr. Scott Hutcheson, biosocial scientist and senior lecturer in engineering and technology leadership at Purdue University, to dive into his new book, Biohacking Leadership: Leveraging the Biology of Behavior to Maximize Your Impact. Dr. Hutcheson brings decades of leadership development expertise and shares a science-based perspective on how leaders can align their biology with their leadership behaviors to foster greater connection, influence, and performance in their teams.

Scott explains the concept of “biohacking leadership,” drawing on both his professional research and personal experience with a diabetes diagnosis. He reveals how small, intentional tweaks to daily habits—such as sleep, exercise, and stress management—can have profound effects not only on personal health but also on leadership behaviors and team outcomes.

Key takeaways:

• Leadership is a biological phenomenon: How you feel physically and mentally directly influences your communication, decision making, emotional regulation, and ability to connect with others.
• Small behavioral “biohacks”—such as consistent exercise, quality sleep, and stress management—can significantly improve a leader’s presence and impact.
• The three biodynamic channels—warmth, competence, and gravitas—define the core behaviors that signal leadership and inspire followership.
• Leaders have the power to shape their team’s ecosystem, much like a keystone species shapes its environment, regardless of their place in the hierarchy.
• Self-awareness and reflective experimentation are essential—leaders should assess their strengths, seek feedback, and make incremental changes to their behaviors.
• Genuine human connection, through simple daily check-ins and personal validation, is fundamental to building trust and high-performing teams.
• Even leaders who feel less “naturally warm” can make subtle shifts, like open body language or intentional silence, to dial up connection and influence.
• Every interaction is an opportunity to experiment with leadership behaviors and observe their impact, continually refining your approach for greater engagement.

Listen for evidence-based insights and practical strategies to unlock your biology and amplify your leadership—one intentional behavior at a time.

Pick up Dr. Hutcheson’s book.

In this episode, I sit down with Dr. Linda Henman, trusted advisor to senior leaders and nationally recognized expert in strategy, decision making, and organizational effectiveness. Linda joins the Leadership Jam Session to discuss her new book, Healthy Decisions: Critical Thinking Skills for Healthcare Executives, and shares timely insights drawn from real-world healthcare scenarios, including how leaders at systems like Mercy and the Cleveland Clinic navigated unprecedented challenges during the COVID-19 pandemic.

Linda and I dive deep into the essential role of critical thinking for healthcare leaders, particularly when navigating unexpected and unwelcome change. She breaks down how organizational culture is shaped by leaders’ decisions, and why tolerating toxic behavior is a long-term threat to team performance and reputation. Linda also shares powerful stories from her consulting work—both in healthcare and other industries—highlighting the importance of making tough calls, even when short-term results tempt leaders to look the other way. We tackle common traps such as over-analysis, reckless decision-making, and the limitations of coaching narcissistic leaders. Linda offers actionable advice for new and emerging leaders on avoiding decision pitfalls and building strong cross-functional relationships, emphasizing the value of balancing instinct and data.

• True leadership emerges in times of crisis, requiring rapid, accurate critical thinking rather than just tactical skills.
• Organizational culture is shaped at the top; leaders set the tone by the behaviors they model and what they tolerate within their teams.
• Tolerating toxic or unethical behavior—even from high performers—can erode team trust, morale, and ultimately threaten leaders’ own reputations.
• Effective leaders are able to discern when to make fast decisions and when to pause for deeper analysis, especially under pressure.
• Analysis paralysis can stifle momentum; Linda recommends that, in most arenas, leaders move forward when 80% ready to avoid missing opportunities.
• Coaching and development have their limits: Narcissistic or toxic leaders are unlikely to change, and organizations must address such issues head-on.
• Newly promoted leaders should resist the trap of “that’s how we’ve always done it,” actively seek out diverse perspectives, and build alliances across functions.
• Decision-making in healthcare—and beyond—benefits from balancing data with the instincts and experience of trusted experts, especially under uncertainty.

Whether you’re in healthcare or any field navigating change, Linda’s stories and advice provide a candid roadmap for making better decisions, shaping healthy cultures, and leading with resilience when it matters most.

Pick up Linda’s book.