Podcast | Amanda Setili

We all want to do work we love, and as leaders, entrepreneurs and employees, wouldn’t it be great to create workplaces where work feels like play?

Where people are tuned in to changes going on in the world around them? Where they’re constantly learning, spotting new opportunities, and taking action to go after them? These traits are essential to an organization’s agility and success.

In the Fearless Growth podcast, Amanda Setili and her guests explore the mindsets and choices that lead individuals, leaders and their organizations to outstanding performance.

Episodes of the Fearless Growth® Podcast

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Meredith Hanrahan, Culture as a Competitive Advantage

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Anthony Webb, Building Great Workplaces and the Secrets of Successful Acquisitions

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Colleen Francis, The Sales Revolution

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Dorie Clark, Play the Long Game

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Neil Hoyne, What Makes Google Culture Special?

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Blanchard Conley, The World is in Need of a New Model of Leadership

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Neil Hoyne, On Using Data to Win Customers’ Hearts

Roberta Matuson, Fearless Growth Podcast

Roberta Matuson, on Difficult Conversations

Radhika Dutt Fearless Growth Podcast

Radhika Dutt, Author of “Radical Product Thinking”

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

“Unfear” with Gaurav Bhatnagar and Mark Minukas

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Seth Kahan, founder and CEO of Visionary Leadership

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Moira Vetter, lifelong entrepreneur, founder and CEO of Modo Modo agency

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Greg White, CEO, LEARN Charter School Network, on Making a Difference on the Front Lines

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Ginger Bowman, Founder of Synergetic Media, Oscar Winner and Lifelong Learner

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Ann Latham on the Power of Clarity

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Robbie Kellman Baxter on Making the Transition to a Subscription Model

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Sandra Hughes, Founder of Life Reinvented®

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

A Conversation with Will Bachman, Co-Founder of Umbrex

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Interview with Dr. Edy Greenblatt, Resilience Expert and CEO of the Restoration Vacation

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Interview with Mitali Chopra, UK Coach of the Year for Best Client Results

An executive I work with once told me: “We're pretty good at deciding which companies to acquire and we know how to pay the right price… but we're not good at integrating. We want them to adopt our systems, and ways of doing things. We make them show up for too many meetings. We insist they use our shared services groups. And before you know it, they're not moving nearly as fast as they were before. They aren’t acting on what their customers are telling them. In the end, their performance doesn’t even approach our expectations.”

Interview with Andy Bass, Author, Start with What Works

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