{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Curious as Hell","title":"Curious as Hell S01E02: The Leadership Lessons I Didn't Learn Until 3,000 Employees","html":"","width":"100%","height":180,"duration":4043,"description":"When a senior leader retires, their phone stops ringing. Almost immediately. Iggy Domagalski noticed this and built his entire personal mentorship network around it. He maintains relationships with between 10 and 15 mentors and connects with each of them every six months with a written list of questions. The group most willing to give their time was available and brought value to every single conversation. That is one idea from this conversation. The rest is equally powerful.Iggy was part of the team that acquired Tundra Process Solutions in 2006 and scaled it to 150 people before its acquisition, then spent four years as CEO of Wajax, one of Canada's oldest companies at 168 years old. He came in as an outsider, visited 80 of the company's 100-plus branches in his first three months, and spent the next four years learning what actually happens when you try to shift the leadership culture of a 168-year-old organization.Not everything landed the way he intended. He is honest enough to say exactly what he would do differently.Key themes from this episode:On the hubris of the early leader: \"I just had some opinions on things, the way I thought that things should be done based on not very good information or experience.\" That line from Iggy is worth sitting with.On the recently retired mentor sweet spot: when someone exits a senior role, their phone stops ringing almost overnight. If you are the one calling, you have their full attention and the benefit of everything they learned.On culture change and unintended consequences: a leadership initiative meant to strengthen culture started to erode the performance expectations beneath it as the language spread deeper into the organization. Iggy walked it back deliberately and explained how.On making decisions without perfect information: \"We don't have all the information here, but this is good enough. This is what we're doing. And when we walk out of here, we need everyone aligned and singing from the song sheet.\"On the...","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}