The Strategy Skills Podcast: Strategy | Leadership | Critical Thinking | Problem-Solving

Dr. Guy Winch explains why we must treat emotional injuries with the same urgency as physical ones. "We ruminate, we beat ourselves up, we criticize ourselves, we think we're weak… and we end up compounding the emotional injury." He introduces the idea of "emotional first aid" and why we need a psychological toolbox to stop that downward spiral.
Guy breaks down the difference between how we respond to physical pain versus emotional pain. "We go to the medicine cabinet for a physical injury, but we have no cabinet for emotional injuries." He explains why we must learn emotional hygiene: "The injuries don't just go away."
We also discuss how emotional neglect works and the long-term consequences of unacknowledged wounds. "The mind does not heal itself. The mind broods."
Finally, Guy offers a new model for how to respond when people open up to you emotionally. "Start with compassion. You can offer logic later."
Key Insights:
Insight 1:
"We ruminate, we beat ourselves up, we criticize ourselves, we think we're weak… and we end up compounding the emotional injury."
This explains why emotional pain often intensifies over time without care — because we engage in harmful self-dialogue instead of healing practices.
Insight 2:
"The mind does not heal itself. The mind broods."
Guy challenges the myth that emotional wounds naturally heal. Without intervention, the mind tends to replay and deepen the pain.
Insight 3:
"We go to the medicine cabinet for a physical injury, but we have no cabinet for emotional injuries."
He contrasts our well-established responses to physical pain with the absence of tools for emotional distress — and why this gap needs to be closed.
Insight 4:
"Emotional hygiene is about treating those injuries when they occur and trying to prevent them in the first place."
He introduces emotional hygiene as a proactive and reactive strategy, just like physical hygiene protects against illness and injury.
Insight 5:
"Start with compassion. You can offer logic later."
This is a clear framework for responding to others in distress — showing why empathy should precede problem-solving.
Action Items:
"Start with compassion. You can offer logic later."
Use this sequence when someone shares emotional pain.



"The first step is to recognize the injury for what it is."
Acknowledge when you've been emotionally hurt. Label it.



"Would I say this to a friend? If the answer is no, then don't say it to yourself."
A reframe technique to interrupt self-criticism.



"You don't take one antibiotic and stop. You have to do the course. It's the same with emotional first aid."
Practice emotional tools consistently, not just once.



"Rumination is like a psychological infection. And so what you need to do is stop the infection from spreading."
Interrupt rumination cycles early.

"You have to override your own instinct."
Emotionally healthy responses often require pushing against our natural urges to withdraw or self-blame.


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Adam Job, Senior Director at the BCG Institute and leader of its strategy research, offers a clear-eyed examination of growth, uncertainty, and value creation in today's business environment. Drawing on long-term empirical research, he explains why growth remains the primary driver of value over time, while also outlining why it has become structurally harder to achieve amid geopolitical tension, demographic shifts, affordability pressures, and changing political priorities.
The discussion moves beyond slogans and focuses on decision-making under uncertainty. Job explains that politically driven risk differs from other forms of uncertainty because corporate responses can amplify consequences, both economically and reputationally. He introduces a small set of strategic postures, making a bet, defending the core, waiting while preparing contingencies, or building a portfolio of options, and explains when each is appropriate.
Key insights from the conversation include:
Over long horizons, roughly three-quarters of total shareholder returns are driven by growth, making it essential not only for valuation but also for talent attraction, innovation, and organizational morale.

Many executives systematically underinvest during uncertain periods, even though research shows that companies making selective big bets during uncertainty often outperform peers who pull back.

Political risk is uniquely reactive: corporate actions can escalate or de-escalate outcomes, requiring leaders to distinguish carefully between short-term noise and durable structural shifts.

AI can expand the range of ideas and speed of experimentation, but growth depends on disciplined selection, testing, and scaling, not idea generation alone.

When growth is not available, some firms can still create value through asset-light models, premium positioning, vertical integration, or reducing earnings volatility, though these paths are limited and not permanent substitutes for growth.

Job also addresses the cultural and organizational conditions that enable prudent risk-taking, including leadership signaling, incentive design, preparedness through scenario planning, and mechanisms that counter herd behavior. He emphasizes that resisting the instinct to retreat during uncertainty often requires deliberate structure, not individual courage alone.
For senior leaders navigating volatility, this episode provides a grounded framework for thinking about growth, risk, and value creation without exaggeration or false certainty. It offers practical guidance on when to act, when to wait, and how to preserve strategic agency in environments where the future is unclear.
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Daniel Coyle, New York Times bestselling author of The Culture Code and adviser to organizations ranging from Navy SEALs to global technology companies, joins the Strategy Skills Podcast to explore what truly drives leadership, performance, and flourishing.
Drawing on decades of research into elite performers and high-functioning cultures, Coyle explains why performance alone is not enough, and why many highly successful people still experience emptiness and burnout. He shares pivotal moments from his work observing leaders, including a defining insight from a Navy SEAL commander who described the four most important words a leader can say: "I screwed that up."
The conversation challenges conventional thinking about leadership, power, and problem-solving. Coyle distinguishes between complicated problems that can be solved with instructions and complex problems that require experimentation, learning, and trust. Through examples ranging from kindergarten classrooms to professional sports teams and Pixar's creative process, he shows how psychological safety, vulnerability, and group flow enable people to add up to more than the sum of their parts.
The episode also moves beyond the workplace to examine what it means to flourish in a world that is accelerating, fragmenting, and increasingly uncertain. Coyle discusses attention, meaning, community, and the small practices that help individuals and groups create energy, connection, and resilience over time.
Key Insights
1. Leadership begins with vulnerability
"The four most important words a leader can say… 'I screwed that up.'"
Coyle explains that the best leaders are not those who appear flawless, but those who openly acknowledge mistakes. This signal of vulnerability creates trust and invites others to contribute honestly, allowing groups to solve problems together rather than hiding behind certainty.
2. Psychological safety outperforms raw intelligence
"The kindergartners outperform the CEOs… not because they're smarter, but because they're safer."
In group problem-solving tasks, children succeed because they are unafraid to try, fail, and adjust. Adults, constrained by status and fear of judgment, slow themselves down. Safety enables experimentation and learning.
3. Most leadership failures confuse complex with complicated
"Complex problems are alive. They change when you do something to them."
Coyle draws a sharp distinction between problems that follow instructions and those that evolve as you interact with them. Treating living systems like mechanical ones leads to brittle strategies and disappointment.
4. Experimentation beats planning in complex systems
"Try something, observe what happens, learn from that, and then try something else."
For complex challenges, progress comes from testing, learning, and adjusting rather than executing a fixed plan. This mindset mirrors how high-performing teams actually work.
5. Leadership is about creating energy, not pushing information
"A lot of times we think of business problems as knowledge problems, when in fact they're energy problems."
Coyle emphasizes that change fails when leaders try to impose best practices. Momentum emerges when people are invited into shared questions and feel ownership of the work.
6. Group flow requires clear goals and freedom
"You have to have a shared horizon… autonomy… and ownership."
High-performing teams operate like a pickup basketball game: everyone knows the goal, operates within guardrails, and has freedom to act. These conditions allow flow to emerge naturally.
7. Meaning is created through connection, not information
"Meaning is not about delivering information. It's about resonance and connection."
Coyle shows that meaning arises when people share stories, vulnerability, and purpose—often through simple but deep questions—rather than through data or instructions.
8. Attention determines whether life feels alive or hollow
"If you're all in the narrow, life gets really thin."
Flourishing individuals and cultures balance focused, controlling attention with open, connective attention. Too much of either leads to stagnation or chaos.
9. Community is something you practice, not consume
"Community isn't a noun. It's a verb."
Whether in organizations or neighborhoods, community forms through shared projects, constraints, and contribution—not passive belonging.
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Liz Tran, former venture capital executive and author of AQ, examines why agility—not raw intelligence or experience—has become the defining capability for leaders operating amid persistent uncertainty. She introduces Agility Quotient (AQ) as the capacity to adapt thinking, identity, and decision-making when familiar structures no longer apply.
Tran explains how traditional markers of success, from credentials to past wins, can quietly become liabilities when environments shift. She describes how the pandemic, rapid AI adoption, and labor volatility exposed a gap between competence in stable conditions and effectiveness under change. Agility, in her view, is not a personality trait but a practiced discipline.
Key insights from the discussion include:
Why leaders who anchor identity too tightly to past success struggle most when conditions change, and how agility begins with loosening that attachment.

How burnout often reflects a loss of agency rather than excessive workload, and why articulating a future-facing personal strategy restores momentum.

What recent layoff patterns reveal about how organizations are selecting for adaptability rather than tenure or historical performance.

How a shift from a "know-it-all" posture to a "learn-it-all" posture improves judgment, learning speed, and organizational resilience.

Why confidence is built through repeated cycles of disruption and recovery, not through mastery alone.

How leaders can use AI as leverage without eroding core human capabilities such as critical thinking, synthesis, and judgment.

Tran also reflects on how early beliefs shape leadership behavior long after circumstances change, and why agility requires examining those assumptions rather than optimizing around them. She argues that reinvention is not episodic but continuous, and that career durability now depends on the ability to operate without fixed reference points.
This episode offers a practical framework for executives seeking relevance and steadiness in volatile environments, positioning agility quotient as a core leadership capability for the next decade.
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AQ: A New Kind of Intelligence for a World That's Always Changing
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In this episode with Rishi Dave, a partner in Bain's Commercial Excellence practice with deep expertise in B2B marketing and digital marketing, he explains the concept of a "Day 1 List" in B2B sales and marketing and the three things that will get a supplier or seller on the list. Rishi also discussed what a "sales play" is, how to build it, institutionalize the knowledge within the company, and get the sales team to adopt the sales play to fulfill their potential and increase their productivity and sales.
Rishi Dave partners with CMOs and management teams to drive marketing transformations and build modern marketing capabilities. He serves as an expert on the implementation of Bain's B2B Marketing Diagnostic and Sales Play System.
Rishi has held global CMO roles at public technology and cloud companies, including Dun & Bradstreet, Vonage, and MongoDB. Prior to these roles, he served as the global head of digital marketing for Dell's B2B businesses. Rishi started his career at Bain & Company.
As a marketing executive, Rishi has built world-class marketing organizations and capabilities that have driven top-line growth leveraging the right marketing technology, data, analytics and content strategy. Rishi has driven major brand and messaging transformations, reimagined digital customer experiences, and built and scaled go-to market models.
Rishi earned an MBA in Marketing from The Wharton School at the University of Pennsylvania as well as a BS in Chemical Engineering and an AB in Economics with Honors from Stanford University. 
 
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