In this returning conversation, John Marshall sits down with Humessence coach, leadership development expert, and author Brett Larson to unpack what it truly means to lead people rather than manage them. Brett traces his journey from industrial engineer to plant leader at WL Gore, one of Fortune's most consistently recognized employers, where he learned that leadership is not defined by title but by followership. He shares how emotional intelligence became the cornerstone of the leadership development program he built, how values only mean something when they are woven into the systems and behaviors of an organization, and how a culture of direct, compassionate feedback can drive both human connection and measurable business performance. From a 97% team satisfaction score to real improvements in yield and efficiency, Brett makes a compelling case that the human side of leadership and the results side are not in conflict — they are the same thing.

Resources:
Discovering Leaders Within by Brett Larson
Humessence Website

Connect with Brett Larson: Website

Takeaways

• Leadership is not granted by title — it is earned through followership, service, and trust.
• The first mistake many new leaders make is solving problems instead of leading people.
• Values only hold meaning when they are systematized into performance, feedback, and day-to-day behavior.
• Emotional intelligence is teachable, and it is the single most important differentiator between good and great leadership.
• Selling a new idea internally requires the same emotional intelligence you are trying to teach — listen, welcome challenge, and answer the why.
• Empowerment does not mean walking away — it means consistent check-ins, balanced feedback, and genuine investment in your people's growth.
• Direct and compassionate feedback is one of the most powerful acts of respect one person can show another.
• When team members give feedback upward, it is a sign that the culture is working — not a sign of disruption.
• A psychologically safe culture is not soft — it directly correlates with higher yields, lower costs, and stronger engagement.
• Helping people find the truth for themselves is always more powerful than telling them what to fix.

Visit The Present Professional webpage on humessence.com and learn more about how we support leadership development and culture enablement at growth-stage organizations.

Thank you for listening.

Coach John Marshall | Instagram | LinkedIn | Facebook

In this episode, John Marshall sits down with Scott Crabtree, Chief Happiness Officer at Happy Brain Science, to explore how brain and behavioral science can be applied to build happier, more resilient teams and organizations. Scott shares the research-backed foundation behind the science of happiness and offers practical strategies leaders can implement immediately — from assuming positive intent and practicing gratitude, to building psychological safety and fostering meaningful relationships. The conversation highlights how culture shapes everything, and why investing in people's well-being is one of the most powerful leadership moves you can make.

Connect with Scott Crabtree: Website | LinkedIn

Takeaways

• Happiness at work is backed by real science and measurable data.
• Personal practices like gratitude and mindfulness can significantly boost well-being.
• Investing in the quality of relationships is one of the highest-return actions a leader can take.
• Assuming positive intent creates a foundation of trust within teams.
• Psychological safety allows people to take risks, speak up, and grow.
• Building shared team norms around positivity leads to stronger collaboration.
• Culture is not an afterthought — it shapes every aspect of organizational performance.
• Resilience is built through relationships, not just individual mindset.
• Leaders set the tone for the emotional environment of their teams.
• Small, consistent happiness practices compound over time into lasting culture change.

Visit The Present Professional webpage on humessence.com and learn more about how we support leadership development and culture enablement at growth-stage organizations.

Thank you for listening.

Coach John Marshall | Instagram | LinkedIn | Facebook

In this timely and practical conversation, John Marshall sits down with Rachel Krug, Humessence coach and seasoned growth operator, to pull back the curtain on what really happens inside companies during mergers and acquisitions. Drawing from four distinct M&A experiences — as an acquiree, an acquirer, and everything in between — Rachel shares candid lessons on why the real work begins after the deal closes, not before. From decoding cultural differences and running listening tours, to coaching executives on purposeful communication and supporting HR leaders who are holding everyone else together while navigating their own uncertainty, this episode is an essential listen for anyone leading people through organizational change. Rachel makes a compelling case that M&A does not have to be purely a business transaction — it can and should be a deeply human centered experience.

Connect with Rachel Krug: Website

Takeaways

• Post-acquisition uncertainty is normal and HR leaders play a critical role in helping teams understand that.
• The work of integration begins on day zero — and the acquiring company rarely has everything figured out ahead of time.
• Purposeful communication is more effective and more honest than blanket promises of transparency.
• Telling the team about an acquisition too late can create shock and erode trust at the worst possible moment.
• Studying the culture of both companies before the deal closes gives HR a significant advantage in managing the transition.
• A listening tour with a cross section of the acquired company is one of the most powerful tools available to an HR leader post-deal.
• Top performers need to be actively nurtured and incentivized to stay — the attitude that they are lucky to be retained is a retention risk.
• Leaders should be coached to be intentional not just in what they say but in tone, body language, and how they frame the new company's future.
• HR leaders need their own space to process the transition, and group coaching or individual coaching during this period can be transformative.
• M&A can evolve from a business transaction into a human centered experience — and the HR leader is the one who can drive that shift.

Visit The Present Professional webpage on humessence.com and learn more about how we support leadership development and culture enablement at growth-stage organizations.

Thank you for listening.

Coach John Marshall | Instagram | LinkedIn | Facebook