Brash Words. The only podcast where you hear the truth about business. It’s for entrepreneurs who are willing to learn and grow by intently listening to raw and entertaining content that explores and pushes through the fears of running a business.
A difficult conversation can be a discussion about an uncomfortable topic or a negative experience where the goal is to share different perspectives and build mutual understanding.
Oh god, we've all been through this one at some point in our careers. Dealing with a difficult person. Right? It's a challenge, awkward, and it can get better with a little bit of know-how.
Let's be fair. Accountability is not given. It's a journey, and leaders have a clear role in creating a culture of accountability.
Leadership is not a series of natural traits rooted in nature, and neither is authentic leadership. It's a skillset honed over time, with a tone of practice and many, many mistakes, and then at some point, you hope you get it right.
I felt this insatiable desire to shake off the last two years. I can't easily explain why, but it wasn't due to the pandemic or the numerous lockdowns imposed by our ruling government.
But there came a time that we had to evolve our culture. It was no longer appropriate and comfortable to have the culture represent such a small minority.
Have you ever had that chance of opportunity where you meet someone, and you realize they're the most humble people I know? I did, and her name is Caroline Irving.
Early one morning, my wife found me at the bottom of the shower, sobbing like a child. I couldn't function, and it felt like my mind was retreating from all the things that I loved.
In this episode of Brash Words, your host Sylvain Perrier riffs about the first five episodes and the remainder of season one including, one of his best tales from the road.
I opened up my mind to the contextual challenges of other business leaders. I was trying to understand the portability of their problems/solutions to my own business.
It was a shock as I had never experienced or dealt with such an issue. I was concerned about my employee's safety and well-being. I was equally worried about the potential impact on our corporate culture. We were a small team of 16 people and still in the process of forming.
I can clearly remember when I arrived in DC and made my way to the hotel in Tysons Corner. I was waiting in the lobby for the team at Accel Omega. When a black Chevy Yukon pulled up to the front door, with a young Edgar Francis, the company's President & CEO, at the wheel.