{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Curious as Hell","title":"Curious as Hell S01E07: Retain Better. Burn Out Less. Build Teams That Don't Need You in Every Room.","html":"","width":"100%","height":180,"duration":6980,"description":"Season one of Curious as Hell asked one question: What does it really mean to lead today? Over six conversations, a pattern kept emerging. The leaders who were doing it well weren't the most credentialed or the most certain. They were the ones who had stopped pretending they had all the answers.In this final episode of Season 1, Tyler is joined by Meghan Donahoe, a PhD candidate in Industrial/Organizational Psychology and founder of Pebble, who steps in as co-host to help unpack what the season's guests were really saying. Together they work through three themes: Curiosity, Not Expertise; Relational and Co-Created; and Growth Through Reflection.Part 1: Curiosity, Not ExpertiseThe guests who led best had learned, sometimes painfully, to stop leading from what they knew and start leading from what they were willing to find out. Tyler shares the 360 feedback that first cracked open his own leadership. Bobbie Racette talks about the tunnel vision of a startup founder who was moving one direction while the business quietly went another. Iggy Domagalski looks back at the opinions he confused for facts. Lara Murphy unpacks the real difference between asking for help and just delegating work.Meghan brings the research lens: why do leaders cling to expertise even when it is clearly not working? Part of it is identity. When you got promoted because you were the best at something, letting go of that thing can feel like letting go of the reason you are in the room. What you have instead of expertise, she argues, is the people around you. That is the resource.Part 2: Relational and Co-CreatedJennifer Lussier's team made \"Vote for Jen\" stickers when she was interviewing for the CEO role she had been filling as interim. That story, Tyler says, does not require an engagement survey to interpret. Meghan builds on it: the research keeps pointing to the same thing, that the relationship with your manager is the primary driver of whether someone stays, contributes, or quietly...","thumbnail_url":"https://img.transistorcdn.com/QOEiJ2wpmDNYU0xIPG6puYq1S-K-IIeCewA8sk4jLp4/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS82NjMy/MTY0NmNjY2E1MzNh/MmExOTI0MTkyNjcy/MDYwNS5qcGc.webp","thumbnail_width":300,"thumbnail_height":300}