The Wake Up Eager Workforce Podcast

Helping leaders, trainers and consultants, who are focused on employee selection and professional development build a Wake Up Eager Workforce. Best practices, resources, guidance, encouragement, motivation and inspiration for building energy, commitment and communication in organizations.

The Wake Up Eager Workforce Podcast is a business podcast hosted by Unknown Host, with 173 episodes on record and a Required Pod Score of 80. PitchCentric scores this show on Booking Probability, Listen Score, and live audience signals refreshed every 24 hours.

Unknown Host hosts The Wake Up Eager Workforce Podcast, a business show with 173 episodes published.

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  The Wake Up Eager Workforce Podcast

  Make People Feel Something: Leadership with Kevin Paul Scott

  Aug 18, 20261h 6m

  Kevin Paul Scott shares how authentic, intentional leaders make people feel seen and valued—and why balancing relationships, accountability, and results creates experiences people want to return to. TOP 3 TAKEAWAYS 1. Real connection happens where authenticity meets intentionality. Good intentions are not enough, and polished techniques can feel manipulative. Kevin describes authentic connection as the intersection of authenticity—your motives—and intentionality—the effort you put into connecting. That includes the small things: looking up from your phone, remembering someone's name, asking one more curious question, responding thoughtfully, and taking even 30 seconds before a meeting to decide how you want to show up. 2. Putting people first does not mean avoiding accountability. One of Kevin's biggest leadership lessons came from a 360 assessment. His lower performers felt deeply supported by him, but his highest performers were frustrated because he had been reluctant to hold others accountable. What Kevin thought was kindness toward one person was creating extra work and frustration for everyone else. Strong leadership holds results and relationships in tension. Sometimes the most caring thing a leader can do is address a problem directly while continuing to value the person. 3. The way you see people changes the way you treat them. Kevin tells the story of an Atlanta police officer who told him that he usually was not dealing with "rough people"—he was dealing with good people on their worst days. That perspective changes everything. Leaders can begin by seeing the person beyond the role, performance number, problem, or transaction. From there come practical behaviors: stop, look, listen, learn people's stories, celebrate more than metrics, and create systems that keep people from becoming invisible as an organization grows. KEY QUOTES "Real connection happens at the intersection of authenticity and intentionality." — Kevin Paul Scott "Every number has a name, every name has a story, and every story matters." — Kevin Paul Scott "What I thought was kindness toward those people was actually doing a disservice to other people on our team." — Kevin Paul Scott "Cared-for people care for people." — Kevin Paul Scott "Most of the time I deal with good people on their worst days." — Kevin's police-officer friend "The way we see people is the way we treat them." — principle Kevin references from Zig Ziglar "The real riches in life are relationships." — Kevin Paul Scott PRACTICAL APPLICATION Stop. Look. Listen. Pause, look someone in the eye, put down the distraction, and actually listen. Ask one more question. Instead of responding to someone's story with your own story, try: "Tell me more about that." Do a 30-second pre-meeting check. Ask yourself: What do I hope to accomplish? What do I want them to experience? How do I want to show up? Learn the person beyond the job. Ask about their previous experiences, what they loved, what frustrated them, what they hope for, and what matters outside work. Separate the person from the problem. Address task conflict directly without turning it into relational conflict. Celebrate what you want repeated. Recognize stories of values, service, care, and teamwork—not only financial and operational metrics. Understand how people are wired. Kevin's Talent Insights discussion shows how DISC behaviors and Motivators can help people understand their own strengths and appreciate why coworkers may approach the same work very differently. TTI describes Talent Insights as combining DISC behavior—the "how"—with motivators/Driving Forces—the "why." ABOUT THE GUEST Kevin Paul Scott is an author, keynote speaker, entrepreneur, and co-founder of the leadership consultancy ADDO, Latin for "inspire." His work has included developing leadership initiatives such as Chick-fil-A Leader Academy and Coca-Cola Leader Lab, and he has traveled to six continents and spoken to leaders from more than 100 countries. Kevin writes a weekly Tuesday insight on leadership, work, relationships, and creating meaningful experiences. He is also working on a new book exploring the intersection of authenticity and intentionality, which he shared during this interview is expected in 2027. The book timing comes from Kevin directly in the interview. FULL SHOW NOTES

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  The Wake Up Eager Workforce Podcast

  2026 Tip # 5 Nicole Williams - Mini Episode

  Aug 11, 20268 min

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  The Wake Up Eager Workforce Podcast

  Wired to Connect: How Strong Couples Stop Missing Each Other with Kathy Rushing

  Aug 4, 20261h 10m

  Relationship coach Kathy Rushing shares practical ways ambitious couples can recognize unhealthy patterns, communicate through conflict, understand their different wiring, and remain connected when work and life become demanding. TOP 3 TAKEAWAYS 1. Stop looking for the person to blame and start recognizing the dance. Most couples develop a recurring pattern in which each person's response triggers the other person's next move. Kathy compares it to a dance: sometimes couples move together beautifully, and sometimes they repeatedly step on each other's toes. The breakthrough comes when couples learn to say, "There's that dance again," instead of deciding that one person is the problem. Naming the pattern creates enough distance to interrupt it and choose a different response. 2. Listening requires more than remaining quiet. Kathy introduces the speaker-listener technique as a simple but powerful way to work through difficult conversations. The speaker uses "I" language: "I think…" "I feel…" "I observed…" "I need…" "I want…" The listener then has three responsibilities: Mirror: Repeat what you heard without adding your own interpretation. Identify the emotion: Name what the person may be feeling. Validate: Show why the response makes sense from that person's perspective. Validation does not mean agreement. It means communicating, "I hear you, I see you, and I understand why this affected you." 3. A strong relationship needs intentional maintenance. Love alone does not prevent couples from drifting. Work pressure, parenting, life transitions, stress, and different communication styles can slowly consume the time and energy a relationship needs. Kathy encourages couples to establish small rhythms of connection rather than waiting for a crisis. A weekly 20- to 30-minute conversation can help couples anticipate the week ahead, discuss personal and professional needs, express appreciation, and ask for support before resentment builds. KEY QUOTES "The quality of your relationships is your wealth." "Validation is not the same as agreement." "We're not trying to find who is at fault. We're trying to recognize the dance." "We assume everybody sees the world the way we do." "The things that initially draw us to another person are often the things that later become an irritation." "Home is not work. I'm not in charge of all these people. These are people who want to be known and seen." "I just want to be more present with the people I love." "What is it like to be married to me right now?" "I can't fix the stress in your life, but I am here for you." "You don't have to sacrifice your marriage, your family, or your own life for the sake of a business." "It doesn't just work out. It works because we practice intentionality." "Don't assume your marriage is in a good place. Take time to look under the hood." PRACTICAL APPLICATION Try a 20-Minute Relationship Check-In Set aside 20 minutes this week when neither person is distracted, rushed, or already upset. Ask each other: 1. What is on your plate this week that I need to know about? 2. What are you feeling excited, concerned, or overwhelmed about? 3. What do you need from me this week? 4. Is there something I have done recently that made you feel supported? 5. Is there one thing we could do differently to feel more connected? 6. What is one thing you appreciate about me right now? Do not use the conversation to solve every problem. Listen, mirror what you heard, name the feeling, and validate your partner's experience before offering ideas. Use the Speaker-Listener Technique When discussing a difficult subject: The speaker: · Uses "I" language. · Stays with one topic. · Explains their experience rather than assigning motives. · Speaks for no more than five to ten minutes. The listener: · Mirrors what they heard. · Identifies the emotion. · Validates the other person's perspective. · Asks whether they understood correctly. Once the speaker feels heard, switch roles. Create a Transition from Work to Home Before walking through the door, pause and remind yourself: "I'm home now. Home is not work. I do not need to direct, correct, or solve everything. I want to be present with the people I love." The transition might include three quiet minutes in the car, a short walk, several deep breaths, or putting the phone away before entering the house. Ask the Courageous Question Ask your spouse or partner: "What is it like to be in a relationship with me right now?" Listen without defending yourself. The goal is not to agree with every detail. The goal is to understand the other person's current experience. ABOUT THE GUEST Kathy Rushing is a relationship coach, former licensed marriage and family therapist, and the founder of Lodestar Relationship Coaching. Drawing on more than 30 years of professional experience and more than four decades of marriage to a serial entrepreneur, Kathy helps couples—particularly entrepreneurial and high-achieving couples—strengthen communication, navigate demanding seasons, and build lasting connection. Kathy combines relationship expertise with practical tools, including DISC and relationship assessments, to help couples better understand themselves and each other. Her work focuses on helping people align life, love, and work without losing themselves—or each other—along the way. FULL SHOW NOTES

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  The Wake Up Eager Workforce Podcast

  It Shouldn't Be This Hard: The Truth About Right People, Right Seats (SOLO Episode)

  Jul 28, 202655 min

  Suzie shares a personal lesson about placing good people in the wrong roles and introduces a practical five-part Job Fit model and the REV process for turning chronic workplace friction into clarity, accountability, and momentum. TOP 3 TAKEAWAYS 1. A good person can still be in the wrong seat. Commitment, loyalty, kindness, and effort do not automatically equal job fit. Someone can care deeply and still lack the experience, motivation, natural strengths, judgment, or personal skills that the role requires. 2. Job fit includes five distinct areas. Suzie's car analogy provides a practical way to examine the whole fit between a person and a role: Roads Traveled and Future Plans: Background, experience, track record, and where the person wants to go. Where They Are Parked: The culture, pace, standards, leadership, and working environment. How They Drive: DISC behaviors and preferred communication style. Gas in the Tank: Motivators and what naturally gives the person energy. Under the Hood: Personal skills, acumen, judgment, accountability, resiliency, self-management, and other capabilities. Assessments provide valuable information about three of these areas, but experience and culture must also be evaluated through conversations, work samples, references, expectations, and actual evidence. 3. Use REV before deciding someone is in the wrong seat. When work feels harder than it should, leaders can use the REV process: R — Remove Obstacles: Determine whether unclear processes, inadequate tools, insufficient training, conflicting priorities, or leadership actions are interfering with performance. E — Establish Expectations: Clearly define the most important priorities, what success looks like, what must change, and how progress will be evaluated. V — Verify Fit: Observe whether the person takes ownership, adjusts, improves, and creates momentum—or whether the same problems continue. KEY QUOTES "The issue isn't that this person is a bad person. The issue is that this person was a good person in the wrong seat." "When fit is right, work creates momentum. When fit is wrong, work creates friction." "Leaders confuse commitment with fit." "If you feel relieved when someone is not involved, that is data." "Healthy challenge builds strength. Chronic friction drains energy." "Vagueness is not kind. Clarity is kind." "Accountability is not unkind. Expectations are not unkind. Honest conversations are not unkind." "The goal is not to judge people. The goal is to help people succeed in the right seat." "When the right person finds the right seat, work does not become effortless—but it does create momentum." PRACTICAL APPLICATION Think about one employee, contractor, vendor, leader, role, or working relationship that is currently creating more friction than momentum. Ask yourself: 1. What am I tolerating that is creating friction? Where am I compensating, reminding repeatedly, lowering expectations, or avoiding a necessary conversation? 2. Have I removed obstacles and clearly established expectations? Have I provided the tools, information, priorities, authority, training, and definition of success the person needs? 3. What is the evidence telling me? Is the person improving, taking ownership, following through, and adjusting—or are we continuing to have the same conversation? Then review all five areas of fit: Roads traveled and future plans Culture and working environment Communication and behavioral style Motivators Personal skills and acumen The objective is not to label or criticize the person. It is to determine whether development, clearer leadership, a redesigned role, or a different seat would create a healthier outcome. ABOUT THE HOST Suzie Price is the founder of Priceless Professional Development and host of the Wake Up Eager Podcast. For more than two decades, she has helped leaders use assessments, practical hiring systems, and development tools to create high-commitment, low-drama workplaces where people are better matched to the work they do. FULL SHOW NOTES

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  The Wake Up Eager Workforce Podcast

  Mini Episode: When Everyone Wants the VP Role: Ambition Isn't the Same as Fit

  Jul 21, 202621 min

  When several capable people want the same leadership role, the best decision comes from clearly defining what the position requires and evaluating each person's true fit—not simply rewarding ambition, tenure, or visibility. TOP 3 TAKEAWAYS 1. Wanting the role does not automatically mean someone is suited for it. Ambition can be valuable, but desire alone does not tell you whether a person has the judgment, leadership approach, emotional maturity, or personal skills the position requires. Someone may genuinely want the promotion and still be a better fit for a different path. 2. Define the role before comparing the people. Promotion decisions become emotional and political when leaders begin with the candidates instead of the job. First identify what success in the VP role actually demands—its priorities, challenges, leadership expectations, and critical competencies. Then evaluate each person against that standard. 3. A thoughtful decision protects both the organization and the candidates. Promoting the wrong person can damage performance, relationships, and confidence across the team. A clear, job-related process makes the decision easier to explain and gives every candidate useful insight into their strengths, gaps, and future development. KEY QUOTES "Wanting the VP role and being the best fit for the VP role are not always the same thing." "You have to define the job before you start deciding which person should have it." "The loudest, most visible, or most ambitious candidate is not automatically the right leader." "A promotion should not be a reward for doing well in the job someone already has." "The real question is not, 'Who deserves it?' The real question is, 'Who best matches what this role requires?'" "When the expectations are clear, the decision becomes less personal and much more defensible." PRACTICAL APPLICATION Before discussing candidates for an important promotion, create a one-page success profile for the position. Identify: The most important outcomes the person must deliver. The leadership and decision-making skills the role requires. The behaviors needed to work effectively with the team. The internal motivations that will help someone remain engaged. The experience and knowledge that are truly necessary. The culture, manager, and organizational environment in which the person will operate. Then compare each candidate to the role using multiple sources of information, including performance history, behavioral examples, interviews, references, and assessment results. Assessments should inform the discussion, but they should represent less than 30 percent of the final decision. Finally, meet individually with each candidate. Explain the decision clearly, recognize the strengths they bring, and provide specific development guidance—especially for strong employees who were not selected. A well-managed promotion process should strengthen the leadership pipeline rather than leave several valuable people feeling dismissed. FULL SHOW NOTES

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