Powered by RND
PodcastyBiznesThe Leadership Podcast

The Leadership Podcast

Jan Rutherford and Jim Vaselopulos, experts on leadership development
The Leadership Podcast
Najnowszy odcinek

Dostępne odcinki

5 z 476
  • TLP466: Story Is The Vehicle, Not The Cargo with Dan Manning
    Dan Manning is the Chief Story Architect at Build The Story, and a former fighter pilot and U.S. diplomat. Dan digs into the difference between storytelling that entertains and storytelling that leads to decisions.  Dan breaks down how he helps people choose the right story for the right moment and how every story should reflect a transformation: from fear to confidence, from confusion to clarity. He also talks about the power of visuals in storytelling, advocating for using them as prompts rather than distractions. Dan shares a story about giving tough feedback to ChatGPT and what it revealed about truth and trust in the digital world.   If you’re in a position of influence whether that’s in a boardroom or on a Zoom call, this conversation will get you thinking differently about how you communicate. You can find episode 466 wherever you get your podcasts! Watch this Episode on YouTube |     Key Takeaways [04:11] Dan shared how his varied experiences led him to storytelling.His background as a combat pilot and diplomat gave him lots of real-life stories. Each role taught him how to speak and connect in different ways. He says great stories come from living a full life. Teaching storytelling helped him improve his own skills. [05:57] Dan explained how he chooses the right story for the moment. He starts by asking what change he wants to spark. He chooses stories that move people from one mindset to another. It’s not about entertaining; it’s about making an impact. [09:26] Dan compares storytelling to how fighter pilots share lessons after missions. These “never again” stories are about mistakes and survival. In business, they help others learn without repeating those same mistakes. [11:11] Dan elaborated on how to make ‘never again’ stories work in business.Dan says a good story keeps people curious about what happened next. That curiosity helps the lesson stick. [13:37] Jim asked Dan about making his storytelling economical and precise. Dan always starts with the key message. He removes extra details so the main point stays clear. This helps people understand and remember what really matters. [19:59] Dan discussed the role of visuals in storytelling and whether we should ditch PowerPoint. Dan’s not a fan of slides, but he sees their value. He says visuals should support the message, not steal the spotlight. Use them to help people remember—not to do the talking for you. [25:22] Jim asked Dan about achieving conscious competence in storytelling. Dan learned to tell clear stories in high-stress situations. His military background taught him how to share complex ideas simply. Now, his goal is to help people act on what they hear. [29:38] Jan asked Dan about the paradox of emotional storytelling requiring emotional detachment. Dan says emotional stories must still stay focused. Even when a story is deep and personal, it should serve a purpose. If something doesn’t support the message, cut it out. [32:56] Dan explained his interaction with ChatGPT about “tough feedback.” He once asked ChatGPT for help and got a made-up excuse instead. It reminded him that AI can’t feel or judge—it just talks smoothly. He says let AI handle the easy stuff, and save the hard, creative thinking for people. [37:48] Dan believes good stories don’t just teach—they make people think. The real power is in getting listeners to reflect and ask their own questions. That’s what makes the story last. [39:33] And remember...“Humans think in stories, and we try to make sense of the world by telling stories.” - Yuval Noah Harari Quotable Quotes “You will never live long enough to make all the mistakes yourself. You have to learn from the mistakes of others.”   “Story is the vehicle, not the cargo. The cargo is the important thing.”   “I'm not trying to push my story onto other people. I want to find what is already in their mind that they're already interested in that makes them want to pull it from me. “   “Every story is a story of transformation.”   “storytelling is the easiest way for humans to process information and use it to make a decision… And if I can be effective at conveying a story, I can shape the way that a person receives the information that I'm giving them. I can help them, I can drive their imagination to imagine what it would be like if you did the thing that I suggested that you should be doing. “   “I'm not telling stories for the sake of entertainment. I'm not telling stories so that people will laugh and nod and say, man, that guy's a great storyteller. I am telling stories because I want people to do something. I want them to make a decision too.”   “If someone doesn't believe that the story you're about to tell is going to somehow benefit them, you're. They're not going to listen to you. “   “The more that we begin thinking about how we make decisions with tools like AI, the better off we are, because it's easy for us to just offload what we consider to be the hard work to AI, but we really need to be offloading the easy work to AI so that we have more time to do the hard work ourselves.” These are the books mentioned in this episode. Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dan Manning Website | Dan Manning LinkedIn | Dan Manning X |
    --------  
    40:26
  • TLP465: How Mental Toughness is Developed with Dr. Andreas Stamatis
    Dr. Andreas Stamatis is a Professor at the University of Louisville and a Mental Performance Specialist at UofL Health, blending sport science, psychology, and leadership to help individuals and organizations thrive under pressure. In this episode, Andreas explores the foundation of mental performance—how it’s developed, why it’s often misunderstood, and what separates sustainable performance from momentary hype. Andreas introduces the “existential positive psychology”, a framework that views adversity as a growth opportunity—but only when it’s relevant.  Andreas challenges the idea that mental toughness leads to selfishness. He explains that mental toughness is a personal construct—true strength lies in managing competing demands without losing yourself or others.  He also tackles the corporate tendency to overvalue outcomes and undervalue behaviors. Andreas challenges that mindset, insisting that behaviors are more controllable, more consistent, and more ethical to reward. Andreas also sees potential in how AI can help shape behavior and context if used wisely. He compares it to any other high-performance tool: powerful when used with clarity and care. This conversation is for anyone who wants to build a mentally tough team, avoid burnout, and embrace the kind of leadership that values people over performance metrics.  You can find episode 465 wherever you get your podcasts!   Key Takeaways [03:14] Andreas breaks down mental performance, bringing with real-world examples. Andreas explains that mental performance isn’t about motivation—it’s about creating a “psychological infrastructure” that holds up under pressure, enabling sustainable, adaptable, and ethical performance when it matters most. [07:16] Andreas delved into existential positive psychology, using Lent as an example: “We do it because we understand that through stress, adversity, difficulty, we grow.”  [09:28] Andreas pointed out what is relevant adversity. Forcing someone to run a marathon when they’re a diver won’t make them stronger—it’ll just derail them. True growth comes from adversity that aligns with personal goals.  [10:45] To counter the perception that psychology is “soft,” Andreas uses data to show that mental toughness is a performance multiplier. His team collects evidence through interviews, questionnaires, and observations, proving that mental toughness improves not only performance but social cohesion and reduces issues like screen time addiction.  [15:27] When asked if there’s such a thing as too much mental toughness, Andreas acknowledged the danger of a “machismo mentality.” While grit is valuable, it can become toxic when it turns into blind persistence that sacrifices well-being.  [19:04] One of Andreas’s most powerful insights came when Jim quoted him: “The entity cannot be more important than the humans that support it.” He critiqued the “performance trap,” where results are prioritized over ethical behavior and people. Andreas advocates for a shift in culture—focusing on the process, the mindset, and the individuals who drive performance, rather than just the outcome. [24:08] When AI came up in the conversation, Andreas compared it to any high-performance tool: not a replacement for humans, but a servant to human potential. He envisions AI helping people fine-tune their focus, regulate emotions, and stay resilient by providing real-time, personalized feedback.  [31:18] And remember...“Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude.” - Thomas Jefferson Quotable Quotes "So existential positive psychology says, yes, be proactive, work on your strengths. However, that trauma, stress, adversity that you go through, it has the potential for growth." "Even in your darkest hour, there could be something that could help you grow and become better human." "So we’re not looking for adversity just to look for adversity... we need to take them through the process that would lead them to put them in a better position to be successful towards those goals." "Mental toughness is a multiplier." "The mentally tough mindset is purposeful, which means you know where you're going. There's direction, and there's energy towards those goals as a purposefulness." "The mentally tough mindset has efficiency, which means there's a congruency between your behaviors and your goals. Otherwise, they're just dreams." — "When you have a goal in order to achieve that goal, there are behaviors that you need to do in order to achieve that goal. Behind that one step before that is the mindset." “mental toughness is a personal construction. There’s no team mental toughness. It’s. It’s something that you have to work on yourself. I don’t see it as something that necessarily is negative. I see it as empowering."   “an actual real mentally tough person can work with conflicting goals, that’s how we say, or interest."   "So metrics start to, in a way, overshadow mindset and then the behavior becomes transactional. So that’s the performance trap. So we reward results even if they were achieved unethically or unsustainably, and we punish failure even if the process was sound and value aligned and we did the best we could under the circumstances. But the truth is this. Outcomes are variable. Markets shift, opponents adjust, life throws curveballs. But mindset can be trained, stabilized, and eventually applied across all of it."   “When the standard, people know what's expected from them, no matter the result, the culture becomes behavior driven and value based and performance becomes more consistent and stress goes down."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Facebook | LinkedIn | Instagram |  
    --------  
    32:12
  • TLPMM012: On Character with General Stanley McChrystal
    In this Mastermind episode of The Leadership Podcast, General Stanley McChrystal returns for a third conversation—his most personal and revealing appearance yet. Stan discusses the defining choices in his life, the moments that shaped his character, and the values that continue to guide his leadership. He talks about how his parents influenced his values through action, not words, and how his mother’s sudden death when he was sixteen changed the trajectory of his life and family.   Stan shares his experience including near-expulsion from West Point, and another in his early Special Forces days when he learned that trying to be liked is not the same as leading well.  Stan describes what it was like to work under leaders who lacked character, and how those experiences helped him define the kind of leader he never wanted to become. He discusses how having strong peers and a grounded spouse helped him stay true to his principles, even in environments where it was easy to lose direction. Stan shares how aging has narrowed his circle and sharpened his expectations for friendship. He also talks about how his views on war have evolved.  He argues that true change in leadership and values may require discomfort or even crisis to take root. Stan shares why he believes society needs shared standards again—not to suppress individuality, but to maintain mutual respect and unity.  Whether you’re a young professional, a seasoned leader, or someone thinking about the legacy you want to leave, this episode will challenge you to reflect. Stan reminds us that we’re not passengers in our own development. We can choose the kind of leader we want to be. You can find this mastermind episode wherever you get your podcasts! Watch this Episode on YouTube | Key Takeaways [04:05] Stan shared how the foundation of his character was quietly built at home. His father, a combat infantryman, was steady and soft-spoken—the kind of man young Stan wanted to emulate. His mother, a thoughtful Southern woman, modeled integrity and social conviction. Stan said, “They never sat us down and talked to us about values… they just lived in a way that you thought, well, that’s the right way to go.” [07:11] Stan reflected on the emotional toll of losing his mother at 16. Her sudden death shook the entire family and deeply impacted his father, who, despite being a general and a warrior, visibly broke down.  [09:01] When asked how he became the person he is today, Stan talked about trying on different leadership personas. He once tried being the “hard-ass” and even channeled General Patton, only to discover none of them fit. Eventually, through reflection and mistakes, he said, “At some point, there is a you, and you’ve got to sort of figure out what that is.” [11:43] Stan admitted that he came dangerously close to being expelled from West Point. It’s a story he laughs about now, but he acknowledged that if he hadn’t graduated, “we would not be laughing about it now.” [13:01] One of Stan’s earliest moral tests came during Ranger School. Exhausted and frustrated with a peer leader, Stan and a few others simply refused to follow orders. “There was a right and wrong… and we did the wrong thing,” he confessed. He’s carried the shame of that moment ever since, not because of the person they disrespected—but because he remembers what he did. [15:20] Stan looked back on his time as a young Special Forces lieutenant and admitted that he tried too hard to be liked. Over time, he learned that leadership isn’t about popularity—it’s about standards and setting the tone. A pivotal leadership lesson came when Stan was publicly fired by a seasoned commander after making a cocky remark in a meeting. “I’ve decided relieving you is wrong,” the major later told him. “You’re going to stay here, and I’m going to teach you to be an Army officer.” That humbling moment became a turning point—one Stan says he was lucky to receive. [20:19] Early in his career, Stan served under a battalion commander who taught him how not to lead. “He humiliated himself,” Stan realized, after being screamed at during a march. Later, that same leader quietly reenlisted an unfit soldier just to hit a metric—an act that shattered any remaining trust. “You don’t need a lot of examples like that to say: I will never do that.” [24:04] When asked if a public figure ever failed the character test, Stan said yes—and the disappointment stuck. “You start to say, well, if they’re really good at what they do, is it okay they do things they shouldn’t?” His answer: No. “Everybody’s got weaknesses… but there are bounds of acceptability,” and if someone crosses them, he simply steps away. [26:20] Stan shared that as he’s gotten older, his circle has gotten smaller. “I actually have a very small number of friends,” he said. While he’s become less judgmental, he’s also more selective. “I’m going to have people that I really respect and like—because that’s who makes me respect myself.” [27:50] Reflecting on whether younger people can shortcut the wisdom that comes with age, Stan emphasized the power of reading. Books like Once an Eagle offered different lessons at each stage of life. “Life is nuances forever,” he said, and engaging with deep, thoughtful material can guide us when experience hasn’t caught up yet. [28:54] Stan talked candidly about how his views on war have evolved. “Wars don’t actually solve the problem that we hope they will,” he said. After seeing combat firsthand, he became more cautious. But he also noted how those who sacrifice gain legitimacy in shaping national decisions. “They now felt legitimate,” he said of Israeli soldiers after Gaza—ready to sit at the table. [34:13] Stan’s call for a national conversation on character is rooted in concern for our systems. “We’ve let character erode,” he said. Good people enter politics and emerge changed—warped by the system’s demands. He doesn’t believe politicians will lead this movement. “It’ll start in schools, on teams, in churches,” he said. “Most of you are not being the people you even want to be.” [38:11] On the question of whether pain is necessary for change, Stan said plainly, “Yes, I think there has to be more pain.” He saw it during the transformation of JSOC—reform only came during failure. While he believes powerful leaders could spark change, he warned, “The history of very powerful leaders is you get something you don’t want.” [39:35] Stan acknowledged the tension between individuality and unity. “There need to be standards of decorum,” he said. He isn’t advocating for hats and skirts, but for shared norms that show respect. “The society doesn’t work without some kinds of rules,” he warned—rules that give us common ground. [42:18] Stan offered this insight: “Who you are is not an accident… make it intentional.” He believes we each have agency over our convictions and our discipline. His advice to young people: “Expect to stumble, expect to make mistakes… but move toward who you want to be. Don’t drift.” [45:07] And remember...“I think. Therefore I am.” - René Descartes Quotable Quotes “A leader is not an individual rock that everybody comes around. It’s a group of people, and you reinforce each other.” “Everybody’s got weaknesses… but there are bounds of acceptability.” "Leadership is never about the leader. It's about the mission, the people, and the values we refuse to compromise." “Life has nuances forever.” “Wars don’t actually solve the problem that we hope that they will.” “Who you are is not an accident. That just happens.” “Make decisions on who you want to be and then move toward that.” “Expect to stumble, expect to make mistakes.” "Why do we allow politicians to lie to us when we know they're lying and they know we know it? Why do we put up with that?" “Becoming who you want to be starts with deciding what that is.” “Character is the only metric that matters.” "You may not control your physical surroundings, but you control your mind." “Reaching our convictions demands deep reflection.” “The most critical discipline is to think for ourselves.”   Books mentioned in this episode:   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | General Stanley McChrystal Website | General Stanley McChrystal X | General Stanley McChrystal LinkedIn | Facebook |  
    --------  
    45:55
  • TLP464: Become the Boss You Want to Be with Sabina Nawaz
    Sabina Nawaz is a top-tier executive coach who works closely with C-suite leaders and teams in Fortune 500 companies, government organizations, nonprofits, and universities globally. She’s also the author of “You're the Boss: Become the Manager You Want to Be (and Others Need).” In this episode, Sabina discusses how power can distort perception, making leaders unaware of how they’re coming across. She explains that the biggest barrier is often unacknowledged pressure, which leads to reactive behavior like micromanagement or overusing authority.  She reveals how pressure can distort perception and lead to behaviors that harm both leaders and their teams. Sabina also dives into the tension between being approachable and maintaining authority, highlighting the importance of vulnerability and listening to others.  She offers advice for leaders feeling overwhelmed, encouraging them to make time for "blank space" and reflect on their capacity before taking on more.   For leaders looking to navigate the pressures of leadership and improve their effectiveness, this episode provides valuable insights on self-awareness, authority, and creating space for growth. You can find episode 464 wherever you get your podcasts! Watch this Episode on YouTube |   Key Takeaways [04:18] Sabina shared how returning from parental leave led her into high-pressure meetings, causing her to shift from a supportive manager to a micromanager. A colleague’s comment about someone crying because of her behavior made her reflect: "It’s not power that corrupts—it’s pressure." [06:53] Sabina warned against burnout from constant pressure. She advises high performers to set boundaries and practice “blank space”—two hours each week to unplug and just be. [08:51] Sabina emphasized the importance of balancing authority with empathy. She advocates for the “shut up muscle,” where leaders wait to speak, allowing others to contribute first. [13:30] Sabina cautioned against claiming self-awareness. She encourages leaders to notice signs of power gaps, such as lack of independent feedback, as a way to improve awareness. [18:05] Sabina stressed that leaders should model vulnerability and avoid toxic positivity. Admitting struggles allows others to do the same, creating a more authentic work environment.She explained that leaders who hide their emotions prevent others from expressing theirs. Being open about one’s own feelings fosters human connection, despite potential misinterpretation. [24:24] Sabina addressed the myth of bad bosses, stating that it’s often pressure-induced behavior that causes leadership struggles. Leaders should adapt by reassessing how their strengths are perceived.Sabina urged leaders to reflect on how their strengths might be misunderstood under pressure. For example, “strategic” can be seen as manipulative and “calm” as disinterested. [28:03] Sabina highlighted the importance of reading signs from others and adjusting leadership behavior to avoid negative patterns and fit new responsibilities.Sabina shared a success story of a difficult leader who transformed by practicing restraint, slowing her pace, and valuing others’ ideas—earning praise as the “best boss.” [31:07] Sabina emphasized that coaching should come from genuine curiosity, not as an exit strategy. Only when leaders are willing to grow does true transformation happen. [32:32] Sabina offered a quick self-diagnosis tool from her book to spot “power gaps and pressure pitfalls,” with reflective prompts like: “Are you the only one coming up with ideas?” [34:51] And remember... Know Thyself - Socrates   Quotable Quotes "It is not power that corrupts. It is pressure that corrupts us."  "Our default reaction to pressure is to hunker down and do more, more, more, more busier. But you know what? The 24-hour clock timer is going to die at some point." – "There are many ways to skin the cat. There are many ways to get something right and to accomplish something." – Sabina Nawaz "The first, second, maybe the third, fourth or fifth person to speak... Let others speak first because the minute you speak, no one else is going to debate that."  "Self awareness is a never ending quest." "If somebody says they're self aware, they're not." "If someone says they're selfless, all I care about is everybody else... it's probably the opposite." "The more open you can channel yourself as the more people... It gives people permission to come to you and connect with you, human to human." "Be mindful of how you do that openness. And would you rather they're going to make up stories about you regardless whether you say something or you don't?" “It's more about diagnosing which specific aspect of bad boss behaviors are coming out in you when the pressure comes, the inevitable pressure comes in to corrupt you.  But then it goes back to, you can't do any of that if you are not self aware.” "There is no such thing as a purely bad or purely good boss."   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Sabina Nawaz Website | Sabina Nawaz LinkedIn | Sabina Nawaz Instagram | 
    --------  
    35:39
  • TLP463: Functional Art and Leadership with Sibley Bacon
    Sibley Bacon is an applied researcher and functional artist, and shares how she blends creativity with structure to build more human-centered teams. Sibely describes what it means to be a "functional artist"—a leader who truly sees the big picture, connects deeply, and inspires through presence, not position. She reflects on lessons from her time at Google, where she worked on improving team dynamics and navigating the gap between theory and business reality. Sibley offers a new take on employee engagement: when people see their work as art, not just tasks, their connection to the purpose changes. She also shares why slowing down might be the most strategic move in a world driven by AI and speed—and why getting outside is more critical than ever. This episode challenges assumptions, invites deeper thinking, and offers a powerful mindset shift for anyone who wants to lead with heart and clarity. You can find episode 463 wherever you get your podcasts! We’re now on … please subscribe!   Key Takeaways [02:47] Jim asked about Sibley’s journey, being a child of two artists yet pursuing math and science. Sibley shared that her home was one of high standards and creative discipline. Her father was a sculptor; her mother, a classical singer. She said, “If you’re not doing art, what is the point of being alive?” For her, structure and excellence weren’t negotiable—they were the minimum. Sibley remembered being asked about grad school at age nine. Her great-aunt had a PhD in Chemistry in 1935, so expectations were generational. That bar shaped her belief that nothing is off-limits if you approach it with discipline, humility, and openness. [05:54] Jim asked about what steered her toward tech. She recalled standing on a plaza at University of Maryland, looking around and realizing that “humans keep creating humans,” and data would need to be stored digitally. It wasn’t about passion—it was about self-reliance: food, shelter, and survival. That clarity fueled her path into software engineering. [07:29] Jan asked about being a functional artist. Sibley said being an artist is about seeing everything and feeling everything. Functional art, she said, is about creating elegant tools for mundane tasks—turning the ordinary into something purposeful and moving. “You have to absorb it all… and produce something people take note of.” [09:11] Jan brought up tone and intention in leadership. Sibley believes leadership starts with love. She cited John Madden’s wisdom—you have to know who needs encouragement, discipline, or nurturing. She said, “When your team knows you love them, and you’re doing everything you can to support their creative success, they perform better.” [11:49] Jim asked about her work at Google. Sibley said she approaches team effectiveness as an art form. At Google, she was both responding to and initiating change. She credited Dave Duffield (founder of PeopleSoft and Workday) with teaching her how to connect dots between software and business execution. She added, “If you don’t want to learn and grow, you don’t want to work on my team.” [14:24] Jim explored what makes cultures thrive or struggle. Sibley noted that unclear missions and rules of engagement stall momentum. She contrasted Google’s abundance and academic culture with her own background rooted in lean business execution—underscoring how resource environments shape behavior and accountability. [17:27] Jim asked about balancing creativity and discipline. Sibley explained that Google was designed for “starburst innovation”—parallel innovation across many disciplines. It took years, but she now sees how that environment was tailored for breakthroughs in AI, quantum computing, and neural networking. [21:26] Jan asked about negotiating engagement. Sibley flipped the phrase. “We need to go as slowly as we possibly can, as fast as possible,” she said. It’s not just poetic—it's tactical. Today’s emerging workforce, shaped by digital native neurology, requires deceleration to connect, adapt, and lead effectively. [24:50] Jan asked about adaptability. Sibley emphasized customizing leadership. Some thrive remotely, others need community. “You’re not leading static people,” she said. “Their lives are dynamic. How they need you changes.” To lead well, you must stretch your people—and stay one step ahead. [27:33] Jim asked how generations can collaborate. Sibley shared her commitment to being “a good ancestor.” It means grounding innovation in what's real—like gravity—and connecting high-tech tools to basic human needs. She’s working on building a “small business market exchange” to complement Wall Street with sustainability. [34:45] Sibley said humility was the hardest thing she’s worked for. “I was born a Leo, the year of the dragon, in Texas,” she laughed. “That doesn’t set you up for humility.” Her journey, she shared, is about making a living amends—and doing the work to serve others better. [36:02] And remember...“Every child is an artist. The problem is how to remain an artist once we grow up.”-Pablo Picasso   Quotable Quotes “with a global computing infrastructure, I think we need to go as slowly as we possibly can, as fast as possible.” “Being an artist, you have to see everything. “ “It's not your job whether or not they like it or not. It's about that they think about it.” “Team execution effectiveness to support business sustainability. That is my art form.” “Part of being a leader is being willing to negotiate.” “We need employees to be adaptable. Everything’s changing. At the same time, we need leaders to be adaptable.” “So I think to be a leader means adapting to every single one of the people on your team, as their lives are dynamic.” “I always want to be able to stretch people outside their comfort zone so that they can learn and grow.”   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Sibley Bacon Website | Sibley Bacon LinkedIn |  
    --------  
    37:01

Więcej Biznes podcastów

O The Leadership Podcast

We interview great leaders, review the books they read, and speak with highly influential authors who study them.
Strona internetowa podcastu

Słuchaj The Leadership Podcast, Nic Za Darmo i wielu innych podcastów z całego świata dzięki aplikacji radio.pl

Uzyskaj bezpłatną aplikację radio.pl

  • Stacje i podcasty do zakładek
  • Strumieniuj przez Wi-Fi lub Bluetooth
  • Obsługuje Carplay & Android Auto
  • Jeszcze więcej funkcjonalności
Media spoecznościowe
v7.20.1 | © 2007-2025 radio.de GmbH
Generated: 7/3/2025 - 10:34:25 PM